Most of us were introduced to Brian McLaren with his fiction trilogy that began with A New Kind of Christian that challenged us to a new vision for the Christian faith. His story of a pastor trying to find his way forward despite burnout and doubt struck a chord with many Christians.  Since then, he has become a prodigious writer with books on spirituality, theology, and social action.   McLaren’s latest offering is in the science fiction genre.  The Last Voyage is the first volume in a new trilogy that explores what it means to be human and what would we choose to bring with us or leave behind, if we were to start all over again.   Drawing on his considerable knowledge of theology, literature, philosophy, and natural science (he is talking turtles again), McLaren addresses the hopes, fears, and barriers of establishing a new human civilization on Mars.  His characters are complex, flawed, and emotional.  The conversations are challenging and insightful.   This is a good read.  Looking forward to the next volumes.   var gaJsHost = (("https:" == document.location.protocol) ? "https://ssl." : "http://www."); document.write(unescape("%3Cscript src='" + gaJsHost + "google-analytics.com/ga.js' type='text/javascript'%3E%3C/script%3E")); try { var pageTracker = _gat._getTracker("UA-7047602-1"); pageTracker._trackPageview(); } catch(err) {}

One of the biggest challenges of training coaches is helping them get over the idea that they are problem solvers.  Summit Coach Training participants usually come from the people development professions—clergy, counselors, consultants, not-for profit leaders.  The are used to people coming to them seeking answers.  These helpers usually feel compelled to give them answers!   The real goal of coaching is working a client to discover and use their skills and experience to solve their own challenges.  The key to good coaching is not the “what” of problem solving but the “who” of the client as problem solver.   Ultimately, coaching seeks to be a transformative process for the client emphasizing not “what” the client does but “who” the client is.  A good coach walks alongside the client as they discover new ways of thinking and engaging based on how they process and act.  A good coach does this in several ways.   First, the coach works with the client to foster a growth mindset rather than a fixed mindset.  Researcher Carol Dweck defines the two approaches in this way.  Someone with a fixed mindset assumes intelligence and talent are static; what we have to work with right now is all we will ever have.  A person with growth mindset, on the other hand, believes they can develop themselves through effort, strategies, and learning from mistakes. Dweck argues that adopting a growth mindset is crucial for success and resilience.   Second, a coach works with a client to discover their true motivation, often identified as core values.  I usually define “motivation” as “a motive for action”.  What really drives you?  We cannot motivate another person, but we can coerce them.  Which do you think is more effective and longer lasting?     Third, a coach can help a client to process their relationships with others and the reactions those create.  We call this emotional Intelligence or EQ.  Emotional intelligence is the ability to understand, use, and manage our own emotions, and to recognize and influence the emotions of others, helping us to navigate social situations, build relationships, relieve stress, and solve problems effectively. As one leverages their EQ skills, they can work effectively with others to innovate and grow together.   Fourth, a coach encourages the client to learn how to take a fresh perspective on a situation.  This can be done in a number of ways, but here are some possibilities:     * ·      Reframing—Seeing things in a new way. “If you asked your best friend how to address this situation, what would she say?” * ·      Meta-view--Taking the long view.  “Imagine it is five years from now.  This challenge has been resolved. What does your job, life, relationship look like?” * ·      Possibilities Thinking—Stretching the client.  “If money, security, or time were not factors, what would you do?” * ·      Reappraisal—Stepping back from the first reaction.  “What’s the best-case scenario in this situation?”   Working on the “who” takes a lot more time and investment that working on the “what,” but the result is more beneficial and life-changing for the client.   var gaJsHost = (("https:" == document.location.protocol) ? "https://ssl." : "http://www."); document.write(unescape("%3Cscript src='" + gaJsHost + "google-analytics.com/ga.js' type='text/javascript'%3E%3C/script%3E")); try { var pageTracker = _gat._getTracker("UA-7047602-1"); pageTracker._trackPageview(); } catch(err) {}

The people walking in darkness have seen a great light; on those living in the land of deep darkness a light has dawned. . . . For to us a child is born, to us a son is given, and the government will be on his shoulders. And he will be called Wonderful Counselor, Mighty God,  Everlasting Father, Prince of Peace. (Isaiah 9:2, 6, NIV)   Although the end of one year and the beginning of another may be as simple as turning a calendar page, the symbolic move from one calendar year to another has significant impact on all of us.  At this time of the year, we look back to evaluate where we have been, but we also look forward to where we are going.   Looking back   As we look back, we celebrate victories, give thanks for our blessings, and learn from our failures.  I am thankful for the wonderful times with family this year–shared experiences and just doing life together.  I am grateful for my faith community that provides times of fellowship, worship, and service.  I celebrate my work as a coach. I have had some of my most rewarding coaching conversations this year.     The year has provided good times of fellowship with coaching colleagues, especially those in the Summit Coach Training program and Pinnacle Leadership Associates, as we have learned together and shared with each other.   I tried some new things this year.  Not all worked, but I have learned from the stumbles, will tweak the models, and try again next year.  This is a good time to evaluate where I have been before I think about where I want to go in my coaching practice.  I reflect on the past year but prepare for something new.   Looking forward   In recent years, my church has become more immersed in observing Advent.  We reflect on the anticipation of the Hebrew people for the coming of the Messiah.  We realize that in the birth of Christ, prophecy is being fulfilled and the long-awaited light is coming into the world.  As we practice Advent, we are challenged to see that something new is happening. Many Israelites interpreted the coming of Messiah as an end, but the coming of Jesus was the beginning of something new.  Messiah has come. The world will never be the same again.   Although December may be the time of ending for many, it is a time of beginning for me.  The coming of Messiah encourages me to consider my role in His Kingdom. How can I celebrate my relationship with Christ in a more meaningful way in the new year?  How can I point to where His Kingdom is breaking through?  How can I share His love with others?   One way I will do this is through my ministry as a coach.  As I encourage clients to identify a growing edge and to pursue it, I will attempt to communicate the love of a God who is “making all things new” (Revelation 21:5).  Since I serve a God who sees the potential in everyone, I will value, encourage, and support my clients to become more than they are. Whether the person is a believer or not, I will seek to show the love of God to that person and leave the rest to the Spirit of God.   Thanks be to God for the opportunities of a new year!     var gaJsHost = (("https:" == document.location.protocol) ? "https://ssl." : "http://www."); document.write(unescape("%3Cscript src='" + gaJsHost + "google-analytics.com/ga.js' type='text/javascript'%3E%3C/script%3E")); try { var pageTracker = _gat._getTracker("UA-7047602-1"); pageTracker._trackPageview(); } catch(err) {}

In our coaching classes, we often address personal values.  As a coach works with a client to identify the best way forward for the client, one of the challenges is helping the client discover what is really important for them as individuals.  We are all pulled in different directions—challenges, responsibilities, relationships.  What we should concentrate on and what gives us satisfaction can be frustrating.  Robert Glazer suggests that this comes from “a misalignment between the roles expected of us and our core values.”   In the introduction to The Compass Within: A Little Story About the Values That Guide Us, Glazer writes, “When we succeed in aligning our lives with those values, we feel a sense of peace and enthusiasm, as if we were truly living our ideal lives. In contrast, the discomfort caused by a misalignment of values is deep and painful and rarely fades with time; and if it does fade, it’s usually due to self-abandonment, giving up on the belief that we will ever be able to forge a life in accordance with those values.   Glazer uses the familiar business narrative style to tell the story of Jaymie Hynes, a young man on the move who is coming to realize that some things just do need sync up in his life. The book outlines a process for identifying one’s values based both on deep personal reflection as well as behavioral application.   Three primary insights came to me from the book.  For individuals, your most productive and satisfying life comes from living and working in alignment with your values.  For leaders, you can’t lead other people effectively until you fully understand yourself. For organizations, the clear and honest discernment of core values provides an environment where participants with compatible values can thrive.   There are a number of resources available for identifying one’s core values, but I found this one both robust and motivating.        var gaJsHost = (("https:" == document.location.protocol) ? "https://ssl." : "http://www."); document.write(unescape("%3Cscript src='" + gaJsHost + "google-analytics.com/ga.js' type='text/javascript'%3E%3C/script%3E")); try { var pageTracker = _gat._getTracker("UA-7047602-1"); pageTracker._trackPageview(); } catch(err) {}

In a leadership narrative style, Jim Ferrell offers us his fresh perspective on leadership.  In You and We: A Relational Rethinking of Work, Life, and Leadership, he writes:   “Management of the individual is dead, or soon will be; management of relation is the new leadership paradigm.”   Ferrell contends that “Relationships are what we build with each other. However, relation, by contrast, is simply a fact of existence. Relation isn’t built; it’s already there—a reality, not a construct. Everything is in relation, including us, so we are in relation whether we want it or not, and whether we have a relationship or not.”   Drawing on the work of philosophers and theologians such as Pierre Teilhard de Chardin, Martin Buber, Carl Jung, and Gabriel Marcel, he calls leaders to a new level of transparency and awareness, leveraging relationship to achieve both personal and organizational success.    His view is very dynamic.  He points out, “We’re more like verbs than nouns, events rather than things. Every encounter changes the dynamic of who we are. And, interestingly, of who we have been.”   For those familiar with the work of Buber, Ferrell uses his perspective to shine new light on interpersonal relationships.             var gaJsHost = (("https:" == document.location.protocol) ? "https://ssl." : "http://www."); document.write(unescape("%3Cscript src='" + gaJsHost + "google-analytics.com/ga.js' type='text/javascript'%3E%3C/script%3E")); try { var pageTracker = _gat._getTracker("UA-7047602-1"); pageTracker._trackPageview(); } catch(err) {}

“One man questioned whether I was truly a Christian. Another asked if I was still on ‘the right side.’ All while Dad was in a box a hundred feet away.”   Tim Alberta was standing in his home church at the funeral of his father, the longtime pastor.  In 2020, Alberta had written American Carnage: On the Front Lines of the Republican Civil War and the Rise of President Trump.  In that book he reported on the conversion of the Republican Party to the Party of Trump.  Now he was reaping the consequences—comments and criticism from people he had known for years who questioned not only his integrity but his Christian faith.   In The Kingdom, the Power, and the Glory: American Evangelicals in an Age of Extremism, Alberta shares not only his personal journey but the path that has led many Christians from a simple fundamentalism to an extreme Christian nationalism. Written in between the two Trump terms, Alberta records the extremes to which Christian nationalists were willing to go to return Trump to office.  He uncovers the motivations, maneuvers, and moral failings required for them to get on the bandwagon.   Alberta is a tenacious reporter.  In this book, he shares interviews with all the usual suspects. He talks with all the big names of Christian nationalism who seek to use the church, evangelicalism, and the Christian faith to pursue their own “kingdom, power and glory.  They are all there—Robert Jeffress, Charlie Kirk, Jerry Falwell, Jr., David Barton, Ralph Reed.  But he also identifies those lesser-known believers who have had the courage to question and prosecute the case against Christian nationalism and moral abuse.   Despite his revulsion over Christian nationalism, Alberta is a conservative, evangelical Christian.  His use of scripture to refute the nationalist agenda is not ironic but part of his faith.  He writes as one who grew up with a belief in Christ and commitment to His church.  He writes with a sense of hope for something better.   This is not a happy story and certainly one that has not come to conclusion.                   var gaJsHost = (("https:" == document.location.protocol) ? "https://ssl." : "http://www."); document.write(unescape("%3Cscript src='" + gaJsHost + "google-analytics.com/ga.js' type='text/javascript'%3E%3C/script%3E")); try { var pageTracker = _gat._getTracker("UA-7047602-1"); pageTracker._trackPageview(); } catch(err) {}

Not that I have already obtained all this, or have already arrived at my goal, but I press on to take hold of that for which Christ Jesus took hold of me. Brothers and sisters, I do not consider myself yet to have taken hold of it. But one thing I do: Forgetting what is behind and straining toward what is ahead, I press on toward the goal to win the prize for which God has called me heavenward in Christ Jesus. -- Philippians 3:12-14, NIV   Change is inevitable.  It is not only to be expected, but to be pursued.  If you are a believer, my hope is that spiritually you are not where you were when you first acknowledged your faith in Christ.  The same is true for any church, family, business, or not-for-profit organization.  If you are now exactly what you were when you first started your journey, you are not effective in your mission.  As our context changes, our beliefs remain stable, but our methodologies change.   Still using a mimeograph machine at your church?  Probably not.  Does your pastor carry around a cellphone? Probably.  Do you have indoor plumbing?  Undoubtedly.  All those examples are a bit facetious, but you understand the point I am making.   If change is inevitable, how do we undertake it with integrity—with clarity, coherence, and transparency?  We might begin by asking these questions.   First, what is really important to us?  These are the values that guide us.  They are as important as our mission—our reason for existing.  They provide the “north star” in determining and designing the change that is needed while keep us faithful to who we are. I once consulting with a church that had dwindled to a few faithful members and could no longer maintain their historic building. After much discussion and prayer, they determined that two values that were important to them was their fellowship with each other and their ministry in the community.  The change they embraced as selling the building, renting space so that they could continue to worship together, and use the resources from the sale of their property to impact their community.   Second, are we willing to learn and to unlearn?  Change requires not only learning something that we did not know but unlearning some things we do know.  For example, there are significant spiritual disciplines that have been practiced by believers for centuries and contributed to their growth.  Perhaps practicing one of these disciplines is a way forward for our people, but we may not only have to learn the practice but overcome some prejudice toward that practice.  Walking the labyrinth has been a blessing for many believers down through Christian history, but I have heard it dismissed by some as “New Age”!  Are we humble enough to learn and to unlearn?   Third, how does this change impact others?  Change is not comfortable for most of us, even if it is necessary.  Involving as many voices as possible in designing the change helps.  We want all voices “in the tent” rather than murmuring on the outside.  We want to avoid change destroying relationships.  We also want to honor the heritage that has birthed and sustained us.  This process requires discussion, humility, and prayer.   Fourth, are we willing to sacrifice in order change?  The old phrase, “No pain, no gain” comes to mind.  If there is not a sense of discomfort, has change really happened?  Change will require sacrifice and the willingness to compromise for the good of the mission.  Will the sacrifice as well as the benefit of the change be shared by all?  When we start something new, we will probably have to give something up.  What will that be and how do we leave it aside with grace?   Life is change—both for individuals and groups.  The alternative is entropy and death.  The writer of Philippians understood the truth of continuing to “press on” to follow the call of Christ. var gaJsHost = (("https:" == document.location.protocol) ? "https://ssl." : "http://www."); document.write(unescape("%3Cscript src='" + gaJsHost + "google-analytics.com/ga.js' type='text/javascript'%3E%3C/script%3E")); try { var pageTracker = _gat._getTracker("UA-7047602-1"); pageTracker._trackPageview(); } catch(err) {}

In my conversations with coaches, I sometimes ask the question, “What does your ideal client look like?” There are various responses, but as I consider the questions myself, here are some client characteristics that will benefit the coaching conversation.   I would like the client to be honest in our conversation. This does not require complete transparency, but the more that the client feels free to share with me, the more it benefits them.  My role as a coach is provide a safe space where the client feels free to share and reflect.     Self-awareness on the part of the client is important.  The person being coached must be willing to question their own assumptions.  A goal in coaching is to help the client learn how to ask questions of themselves; this self-reflection is also an indication of growing emotional intelligence.   I hope my client will be forgiving.  Sometimes I miss the mark on a question.  I have asked questions that I wish that I could take back!  If I have developed rapport with my client, she or he will let me know that they don’t understand my question, they feel it moves the conversation in a direction they do not wish to go or suggests that I come at the question in a different way.   Each person benefits from being resilient.  If one path does not work out, my hope is that the client will be willing to learn what did not work, formulate a new path forward, and pursue that route.  We don’t fail if we learn from the experience.    A good coach can help a client enhance or develop these skills.  Every client can develop these characteristics, but they will only do so if the coach models these characteristics and gives the space for them to be actualized.       What holds a person back from having these characteristics?   One thing is lack of faith in themselves.  Often this comes from past experiences—those scripts that play in the back of our minds.  My pastor, Glen Money, said in a recent sermon, “Your past is not going to get any better.”  Our past can inform us, or it can restrict us.  If we cannot learn to grow beyond our past, perhaps we need to work with a counselor rather than a coach.   Another thing that holds a person back is past learning. We each develop habits, practices, and skills that help us to thrive in the context in which we find ourselves.  But when the context changes, how we act may have to change.  I am not talking about matters of character or integrity, but the way we relate to people and circumstances.  Unlearning is not easy but is often necessary.   A third thing is an inability to dream.  The coaching relationship gives the client the opportunity to think “blue sky” without limitations and encumbrances. Where else do you have that opportunity?  Coaching is all about identifying opportunities and possibilities.   Again, a good coach can help a client address these roadblocks, learn new ways of acting, processing, and advancing.  This comes out of a good relationship between coach and client. I think that’s what we, as coaches, strive to offer.     var gaJsHost = (("https:" == document.location.protocol) ? "https://ssl." : "http://www."); document.write(unescape("%3Cscript src='" + gaJsHost + "google-analytics.com/ga.js' type='text/javascript'%3E%3C/script%3E")); try { var pageTracker = _gat._getTracker("UA-7047602-1"); pageTracker._trackPageview(); } catch(err) {}

Diagram courtesy of Pinnacle Leadership Associates In a previous blog post, I introduced a new process for churches titled Crossing Thresholds developed by colleague Mark Tidsworth (see diagram) and discussed the value of developing a vision statement as part of “Aligning Church Expectations.”   Developing a vision statement is the first part of this step; the second part is putting it into action.  Most members, especially those who have invested themselves in the process of “Crossing Thresholds”, will be energized by the vision.  They will see this as the next logical step in the life of the church and step forward to make it a reality.  However, some will start to realize that “Adjusting Church Rhythms” (a previous step) may be necessary to achieve the vision, and they make not be comfortable with these changes.   Some changes that might need to be implemented to pursue a new vision could be one or more of the following:   * Changing worship times or emphases to be more accessible to members and unchurched.  * Restructure of ministry staff by downsizing or changing position descriptions.  * Changing lay leadership positions that may result in the displacement of long-time volunteers. * Reallocation of funds from programs that are no longer effective to new emphases or “holy experiments.”  * Repurposing, sharing, or even demolishing church facilities. * Relocating to another site where the church can more effectively serve the community. * Engaging in significant social issues that some members may see as controversial.  Disagreement about the way we do church is not unfamiliar territory; in fact, the New Testament would be much shorter if Paul, John, and others had not written letters to churches where there was disharmony or outright conflict!  Even Paul and Barnabas, the “dream team” who stepped out in faith to carry the Gospel to a larger population, had a dispute when they began planning their second journey.  In Acts 15, we find that they decided to go their separate ways.  They didn’t disagree on the mission, just the way it was carried out.  In some ways, the outreach was multiplied by having two missionary teams rather than one.   Hopefully, as we address change in the rhythms of the church, we can respect different points of view and help every person to understand their part in forwarding the vision of the church.  This will require listening, accepting, and a commitment to serve Kingdom opportunities on the part of everyone in the fellowship.     (Diagram courtesy of Mark Tidworth and used by permission. Please contact Mark for additional information.)      var gaJsHost = (("https:" == document.location.protocol) ? "https://ssl." : "http://www."); document.write(unescape("%3Cscript src='" + gaJsHost + "google-analytics.com/ga.js' type='text/javascript'%3E%3C/script%3E")); try { var pageTracker = _gat._getTracker("UA-7047602-1"); pageTracker._trackPageview(); } catch(err) {}

Diagram courtesy of Pinnacle Leadership Associates In a previous blog post, I introduced a new process for churches titled Crossing Thresholds developed by colleague Mark Tidsworth (see diagram).  One of the steps is “Aligning Church Expectations.”   If you think that the context in which your church ministers has not changed in the last 10 years, you must have been of the country for an extended vacation or work assignment.  The opportunities and challenges that every church faces today are vastly different than they were just a short time ago.   Without belaboring the point, there have been social changes (such as the COVID pandemic), technological changes (hello, social media and Artificial Intelligence), economic changes (and lowered expectations among young adults for a life even as good as that of their parents), and political changes (provide your own comment here).   If we are realistic, our cultural context impacts the vision if not the mission of our church.  Perhaps some definition of terms is needed here.  I am using “mission” and “vision” in this way:     Mission for the church is the purpose for which it exists.  It is the big picture goal that we will probably not achieve in this world, but we aspire to.  A friend recently shared with me the Mission Statement of the United Methodist Church: “The mission of the Church is to make disciples of Jesus Christ for the transformation of the world by proclaiming the good news of God's grace.”  As long as the UMC exists, this is unlikely to change.   Vision on the other hand states what we seek to do within our context, the desired outcome of our existence.  It paints a picture of the desired present and future. Here are some examples:   * "Knowing Jesus and Making Jesus Known"—City on a Hill (Melbourne, Australia) * "GLIDE is a radically inclusive, just and loving community mobilized to alleviate suffering and break the cycles of poverty and marginalization."—GLIDE (San Francisco, CA) * "Helping people find their way back to God."—Church of Christ the King (Brighton, England)    This not a theological endorsement of any of these churches, but the statements do give some indication of intent and perhaps the contexts of the churches.   The key idea here is that part of the process of discovering the thresholds we must cross for effective missional ministry is to have a clear-eyed view of who we are, where we are located, what our resources are, and what God has uniquely called us to do now and in the immediate future.  That’s where a prayerfully developed vision for the church comes into play.   In a future post, we will delve into the pros and cons for church members of developing such a vision!    (Diagram courtesy of Mark Tidworth and used by permission. Please contact Mark for additional information.)    var gaJsHost = (("https:" == document.location.protocol) ? "https://ssl." : "http://www."); document.write(unescape("%3Cscript src='" + gaJsHost + "google-analytics.com/ga.js' type='text/javascript'%3E%3C/script%3E")); try { var pageTracker = _gat._getTracker("UA-7047602-1"); pageTracker._trackPageview(); } catch(err) {}

Courtesy of Pinnacle Leadership Associates Friend and colleague Mark Tidsworth is rolling out a new process for churches titled Crossing Thresholds.  In a nutshell, Mark is designing a way for churches to identify the “invisible barriers” to a church’s missional movement, changing those to “thresholds for crossing.” He states, “Once a threshold is crossed, churches and their leaders experience relief and release, moving into new seasons of freedom with ease of movement.”    Part of this process is a design of six steps for creating a strategy to cross thresholds (see diagram). From time to time, I will take the opportunity here to comment on some of the thoughts these steps provoke for me.  Please note these are my responses and do not necessarily reflect Mark’s thinking!   One of the dynamics that Mark addresses is Identity and Deconstruction.  One strategy step is “Collective Exploration.”   For me, an essential key for collective exploration is prayer.  As a congregation considers who it is and who it wants to be, prayer plays an important role.  Here are several reasons.   First, prayer challenges our engrained ideas and prejudices.  C. S Lewis wrote,  "I pray because I can't help myself. I pray because I'm helpless. I pray because the need flows out of me all the time, waking and sleeping. It doesn't change God—it changes me".  Although our prayers matter to God, the attitude we bring to pray is important.  Prayer is undertaken in an attitude of adoration, confession, thanksgiving, and submission.  In the act of prayer, we gain a new perspective on our lives and our community.   Second, prayer builds community.  In this step, we talk and pray together.  As we talk together, we gain new insights about one another.  As we pray together, we gain a greater appreciation for the gifts, points and view, and needs of our fellow disciples.   Third, in the act of prayer, we allow the Spirit of God to speak.  The Spirit opens the door to surrender, acceptance, and challenge.  We are empowered to give up those things that are not central to our fellowship, accept the possibilities that God has given us in our context, and embrace the challenges of the future.   Not matter how we structure collective exploration in the process of moving forward in missional ministry, prayer is essential.   (Diagram courtesy of Mark Tidworth and used by permission. Please contact  Mark for additional information.)           var gaJsHost = (("https:" == document.location.protocol) ? "https://ssl." : "http://www."); document.write(unescape("%3Cscript src='" + gaJsHost + "google-analytics.com/ga.js' type='text/javascript'%3E%3C/script%3E")); try { var pageTracker = _gat._getTracker("UA-7047602-1"); pageTracker._trackPageview(); } catch(err) {}

Author Joe Lalley got my attention at once in his new book Question to Learn:  How Curiosity Can Transform Your Career, Team, and Organization because he combines two things that I have found transformative:  design thinking and coaching.     The book integrates the design thinking approach of starting with the customer, prototyping, and improving the idea or product into something that serves the customer’s need with the coaching concept of asking “powerful questions” that draw upon the client’s own expertise and experience to chart a new way forward.   Lalley writes, “This is book is for the community of the curious—a community where questions from professionals at all levels are celebrated, not discouraged.”  His illustrates this well with two individuals he has encountered in his life.  One is Steve, the software expert, who comes into a meeting providing the answer to your problem without even knowing what you need.  On the other hand is Rick, the guy who sells skis, but takes the time to ask questions about how Joe plans to use them.  The solution only comes after fully understanding the problem, opportunity or challenge.  You have to know what your client needs.   He explains that the book “is about the art of going from not knowing to knowing. It’s as simple as that.  Once someone has crossed over from not knowing to knowing that leads to new ideas, new thinking, and new questions.” He encourages the reader to ask questions like “Why not” “What if?’ and “How might?” to generate a clear perspective and an innovation way forward.   Lalley writes in an accessible, interesting style that weaves together key insights with his own journey of learning throughout his career.  I highly recommend it.   try { var pageTracker = _gat._getTracker("UA-7047602-1"); pageTracker._trackPageview(); } catch(err) {}

When we present our “elevator speech” about coaching, are we drawing the circle too small? In promoting coach training, I have often referred to the process as “an additional tool in your ministry toolbox.” As I talked with a ministry leader recently about coach training for his denomination, I realized that coaching is much more than simply a skill. I needed to enlarge my perspective and see coaching in a new light.   First, it is a biblical approach to developing disciples. We believe that each person is “fearfully and wonderfully made” (Psalm 139:14) and is unique in the sight of God. Because of this, each of us has a special calling, one that can be discerned through interaction with a coach. As believers, we are also commanded to “grow in the grace and knowledge of our Lord and Savior Jesus Christ.” (2 Peter 3:18, NIV). Entering the life of faith is just the beginning because we are invited into a process of lifelong learning and serving. This journey can be facilitated through a relationship with a Christian coach.   Second, coaching is a way of knowing. When we come into a new environment with questions and anticipation of unlocking possibilities, we engage in a new way of knowing and discovery. We are equipped to see everything with fresh eyes and an attitude of learning. We deepen our perception and open ourselves to unexpected insights. A Christian coach can increase our capacity to learn.   Third, coaching can become a lifestyle. When we ask questions of others and unleash their desires, dreams, and potential, we are operating as change agents. Whether we are talking with business colleagues, family members, or people in our congregation, our desire to ask and support opens new possibilities in their lives and our own. We are creating a new way of living for ourselves and others. A Christian coach can encourage us as we live abundant, God-honoring lives.   If we think of coaching in these ways, we are not only practicing a skill, but we are also seeing the world in a whole new way with a different set of eyes. As Christians who are coaches, what better gift can we provide to others?     var gaJsHost = (("https:" == document.location.protocol) ? "https://ssl." : "http://www."); document.write(unescape("%3Cscript src='" + gaJsHost + "google-analytics.com/ga.js' type='text/javascript'%3E%3C/script%3E")); try { var pageTracker = _gat._getTracker("UA-7047602-1"); pageTracker._trackPageview(); } catch(err) {}

“How can a coach help someone to grow as a disciple of Christ? Does coaching help in spiritual formation?” As a Christian who is a practicing coach, you have probably been asked such questions. These are big, challenging questions, but in this context let’s limit our discussion to how coaching can be used in the church to develop believers in their growth and service.   When Mark Tidsworth and I wrote Disciple Development Coaching: Christian Formation for the Twenty-First Century, we started with one major assumption: people are coming into the fellowship of the church today from many different backgrounds. Some have been believers for a long time, although not necessarily in the faith tradition of their present fellowship. Others come with little or no Christian background, but with many life experiences and exposure to a variety of belief systems. Of course, some are grounded believers with a clear understanding of the Way of Christ. The biggest mistake that a church can make is to treat them all the same. This is where coaching comes in.   If a congregation can provide a coach for every person who becomes part of the fellowship, the believer will know that he or she is valued, is a welcome addition, and is entering into a journey of growth and faithful service. This provides an incentive for the individual to want to reflect, plan, and develop in their Christian walk. It helps to make them an integral, productive part of the body of Christ.   As we practice coaching disciples for spiritual formation, I hope we can agree on some basic ideas.   First, every person is a unique creation of God and has been “wired up” in a special way. Psalm 139:14 says, “I praise you because I am fearfully and wonderfully made; your works are wonderful, I know that full well.” As coaches, we understand that each person knows his or her challenges and resources better than we do. The same is true in one’s spiritual life. Our role is to help the believer unpack that knowledge.   Second, everyone who is in Christ has the potential for growth. The writer of 2 Peter 3:18 challenges readers in this way: “But grow in the grace and knowledge of our Lord and Savior Jesus Christ. To him be glory both now and forever! Amen.” Coaches believe in their clients and sometimes must “stand for them.” In coaching disciples, we are opening them up to a fresh understanding of who they are as children of God.   Third, each believer has the ability to make a unique contribution to the body of Christ. As he discusses the diversity of gifts in 1 Corinthians, Paul explains, “Now you are the body of Christ, and each one of you is a part of it.” (12:27) Disciples must come to understand that they have something special to offer in the body of Christ. If they do not discover their place, something will be left undone. The body of Christ will be incomplete. A coach can articulate that urgency. Fourth, there is value in having a trusted companion for the journey: “Two are better than one, because they have a good return for their labor: If either of them falls down, one can help the other up. But pity anyone who falls and has no one to help them up.” (Ecclesiastes 4:9-12) A coach can be that companion.   If we take these concepts seriously, we will not immerse the believer into a cookie-cutter, one-size-fits-all discipleship process. Certainly, we will have resources at hand to provide content for the process, but where the believer is in his or her faith development determines the options provided. Coaches who are Christians have a significant role to play in supporting churches as they develop disciples. Start where you are in sharing this vision. If you are an active member of a faith community, reach out to leaders to share your vision of building up the body of Christ through disciple development. You might offer to coach leadership in developing this process or provide training for lay coaches. In all of this, give God the glory for the opportunities and outcomes.   (NOTE: All scriptures are from the New International Version)     var gaJsHost = (("https:" == document.location.protocol) ? "https://ssl." : "http://www."); document.write(unescape("%3Cscript src='" + gaJsHost + "google-analytics.com/ga.js' type='text/javascript'%3E%3C/script%3E")); try { var pageTracker = _gat._getTracker("UA-7047602-1"); pageTracker._trackPageview(); } catch(err) {}

“Most people don’t listen with the intent to understand; they listen with the intent to respond.”-- Stephen R.  Covey   Covey is very clear in challenging us to place the emphasis in listening on the person speaking rather than thinking about a ready response.  This is one of the first things we learn in our work as coaches. Coaching is not about us but about helping our clients to learn and grow. In our coach training, we will usually hear this statement: “You will have had a productive coaching session if your client talks eighty percent of the time, and you only talk twenty percent of the time.”  Listening is an essential part of the coach’s skill set.   We often speak of “powerful questions” almost as magic bullets in a coaching conversation, but those powerful questions only come from active listening.  Listening and subsequent questions are two parts of a whole. Each is essential.   Although active listening may sound like an oxymoron, a coach actively engages in skillful listening as an effective tool in communicating with a client.  The coach may not verbalize everything he or she feels, perceives, or thinks, but this does not mean that the coach is not actively engaged not only with what the client is saying but the potential meaning behind it as well.   As an active listener, the Christian coach is also listening for the voice of the Holy Spirit.  Since we believe that God is at work in every person’s life, we listen for the work of the Spirit there.  When we perceive that the Spirit is at work, we don’t force our perception on the client but allow that understanding to guide both our listening and questioning. How are your listening skills?   var gaJsHost = (("https:" == document.location.protocol) ? "https://ssl." : "http://www."); document.write(unescape("%3Cscript src='" + gaJsHost + "google-analytics.com/ga.js' type='text/javascript'%3E%3C/script%3E")); try { var pageTracker = _gat._getTracker("UA-7047602-1"); pageTracker._trackPageview(); } catch(err) {}

In Missional Renaissance, Reggie McNeal observes, “Genuine spirituality lives and flourishes only in cultures and relationships of accountability.”  A reality check on this statement comes from the Barna organization which has found that only one out of ten believers have an accountability structure.  This provides a significant challenge for coaches, especially as we work with believers.   Although many Christians think of their personal relationship with God as their primary accountability structure, we are called throughout the New Testament to be active and engaged members of the church, the Body of Christ.  As part of a worshiping and serving community of faith, we are part of a group of sisters and brothers who challenge and encourage us. Hebrews 10:24 states, “And let us consider how we may spur one another on toward love and good deeds” (NIV). This provides an accountability structure that clients and their coaches often fail to recognize and utilize.   A common misconception of the coaching relationship is that it is the coach’s responsibility to hold the client accountable for achieving his or her goals.  In reality, the coach’s role is to help the client to be accountable by creating or discovering his or her own accountability structures. The ultimate goal in coaching is for the client to find sustainable methods of self-management facilitating growth and achievement which will continue after the coaching relationship ends.   In the coaching relationship, the coach manages the process and keeps in mind the things that the client says are important to him or her, while the client defines the path forward and then pursues it.  The client always knows more about their own situation than the coach does, and this includes the most effective methods of accountability for that person.   What are some accountability structures that a client might embrace?  Some are already established–family, friends, co-workers, and fellow Christians.  Others can be developed by creating internal reminders and or engaging external resources.   For example, if the client is already part of a Bible study group and is seeking a deeper prayer life, he or she might share this with the group and allow them to ask about the person’s practices whenever the group meets.  On an individual basis, the client might seek out another person who would commit to meet with him or her on a regular basis as prayer partners. The client might also add a reminder on his or her phone to pray at several specific times during the day.  The first example takes advantage of an already established group. The second and third are structures that the client creates.   Of course, the client can always ask the coach to provide accountability through a check-in e-mail or a follow-up inquiry at a subsequent coaching session but discovering and implementing a personalized approach helps the client to be more creative and responsible.   As coaches encourage such awareness and creativity, they help the client to both take advantage of their own resources and to become more aware of the support structures around them including Christian friends and community.       var gaJsHost = (("https:" == document.location.protocol) ? "https://ssl." : "http://www."); document.write(unescape("%3Cscript src='" + gaJsHost + "google-analytics.com/ga.js' type='text/javascript'%3E%3C/script%3E")); try { var pageTracker = _gat._getTracker("UA-7047602-1"); pageTracker._trackPageview(); } catch(err) {}

In our Introduction to Coaching class at Summit Coach Training, we invite participants to write their “elevator speech” on who they are or want to be as a coach.  If you don’t know the term, an elevator speech is a clear, brief message or “commercial” about you. It is something that you could share on a short elevator ride with another occupant. My elevator speech as a coach is, “I help individuals discover their growing edge and to live into it.”   What’s a “growing edge”? Your growing edge is the boundary between your present status, role, or self-concept and the demarcation point to possibilities beyond that present reality.  It is a choice to move beyond the status quo to something new.  I believe that one’s willingness to address their growing edge comes out of one or more the following characteristics and questions.   Curiosity— “How can I learn more about this topic.”  Something has attracted my attention, and I want to know more about if for some reason.   Opportunity— “A new door has been opened for me.  Should I walk through it?” Perhaps something unexpected has come your way. Do you want to invest the time and energy to seriously pursue it?   Awareness— “I have discovered that there is a chance to improve my life.  What does this involve?”  Perhaps you have discovered a health, emotional, or relational challenge in your own life.  Do you address it or ignore it?  If you choose to act, what is the course of action required?   Challenge— “Someone has suggested that I can stretch myself in some way.  Should I do this?”  Often a challenge comes from a friend, co-worker, or supervisor.  This person has identified a strength in you that seems dormant or underdeveloped.  How do you address this opportunity?   You will note that I have used positive rather than negative terms here.  The opposite terms would be:   * Rather than curiosity, complacency * Rather than opportunity, threat. * Rather than awareness, apathy. * Rather than challenge, problem.   The words I have chosen to describe these characteristics reflect what researcher Carol Dweck calls a “growth mindset,” the belief that a person's capacities and talents can be improved over time.  The other option according to Dweck is a “fixed mindset,” the belief that one’s capacity to learn and improve is limited and often useless.   In coaching, we embrace a growth mindset, therefore my use of the term “growing edge.” Everyone has one but must decide to recognize and invest in it.   That’s where coaching comes in.  A person with a growth mindset is a prime candidate for a coaching relationship.  When a coach is aligned with a client who has a growth mindset, the client has a partner in unpacking his or her curiosity, opportunities, awareness, and challenges to identify and embrace a way forward.   "Growth is the only evidence of life" is a quote attributed to John Henry Cardinal Newman, 19th century English Catholic priest. This statement emphasizes that growth, whether spiritual, physical, or intellectual, is a fundamental sign of being alive and not merely existing.  Do you want to grow or just exist?  The choice is yours.        var gaJsHost = (("https:" == document.location.protocol) ? "https://ssl." : "http://www."); document.write(unescape("%3Cscript src='" + gaJsHost + "google-analytics.com/ga.js' type='text/javascript'%3E%3C/script%3E")); try { var pageTracker = _gat._getTracker("UA-7047602-1"); pageTracker._trackPageview(); } catch(err) {}

In Celtic Christianity, Christians often seek out “thin places” where God seems to be especially close. These are physical sites where there is an undeniable connection to the sacred. This idea is portrayed in Exodus 3:5 where Moses is told by God, “The place on which you are standing is holy ground.” These are not always places of peace, however. In Genesis 32, we read the account of a “thin place” where Jacob struggled with a stranger and came away saying “For I have seen God face to face, and yet my life is preserved.” (v. 30) Out of his struggle came peace and direction.   We are especially blessed when we encounter such places, but in practice, they are not always geographical. These are places where we encounter God and come away with new insight, understanding, and purpose. They may be present in our prayer time, our conversations with friends, or even in a coaching conversation. More than once I have had a client talk about the coaching conversation as a safe or sacred space. The coach can provide a safe, supportive environment that brings out the best in the client. In such a setting, the client will be more willing to engage in intentional, focused growth.   When I consider the ICF Core Competency that calls upon the coach to cultivate trust and safety, I think about sacred spaces and how we might create them or at least nurture an environment where they might emerge. Just as in all aspects of a coaching conversation, this is a partnership. The coach partners with the client to co-create this space. Perhaps this is more intentional when both the client and the coach are believers, but I encourage those of us who are Christian coaches to adopt this mindset even when the client is not a believer and when we are engaging in any topic of discussion, not just those we might label spiritual.   There is strong biblical teaching for a coaching mindset that seeks to provide a sacred space.   First, every person is created in the image of God. Psalm 139:14 says, “I praise you, for I am fearfully and wonderfully made. Wonderful are your works; that I know very well.” (NRSV) Every person we encounter and every client we engage is a child of God, no matter where they may be in their spiritual lives. We respect each person as a child of God and seek to provide a space where God’s light can shine through.   Second, every person has the potential for continuous growth. If we did not believe this, we would not be coaches! This possibility is certainly true for believers. We read in 2 Peter 3:18, “But grow in the grace and knowledge of our Lord and Savior Jesus Christ. To him be the glory both now and to the day of eternity. Amen. (NRSV) Again, even if the client is not a believer or dealing with a specific spiritual topic, he or she has the capacity to become more. We as coaches embrace this possibility for every client and provide a place where it can happen. Third, as we create a partnership with our client, we are reminded of Proverbs 27:17, “Iron sharpens iron, and one person sharpens the wits of another. (NRSV) We all need encouragement to grow. This certainly happens in the Christian community. In the coaching relationship, we give our client a taste of this, drawing on our own experiences of being encouraged and supported by other believers. We join the client in the sacred space and guide the process as it emerges.   Perhaps providing a place of trust and safety in working with clients is one of our most effective ways of expressing our beliefs as people of faith. As we seek the presence of God in our conversations, we are offering a witness to the love and grace of God that is available for all.