Vineyard Leadership Skills: Organizational Development Leader Guide By Robert E.

Logan
Links to sections:
Clarifying values, mission and vision Vision-casting Gaining ownership Prioritizing Goal-setting
Planning Modifying Celebrating Options for approaching leadership development

Introduction
I once asked a group of pastors to come up with a list of leadership problems they were dealing with
in their churches. They were able to brainstorm a long and diverse list of concerns. I wrote down
each problem as it was mentioned.
Then I asked the group, “How many of these leadership problems are actually discipleship
problems?” When we looked through the list, it became clear that well over two-thirds of the issues
were actually discipleship problems rather than leadership problems.
To develop leaders, we need to begin with disciples. That’s why this set of guides is actually part
two of the series. First come the discipleship guides—designed for all believers. Every believer is
called to be a fruitful and growing disciple.
Building on that foundation, this series of leadership guides is a set of skills and competencies that
need to be developed in those believers who may have a calling to leadership. Equipping believers
with these competencies empowers them to begin leading effectively and living into the calling God
has for them.
Don’t make the mistake of starting with leadership—assuming a foundation of discipleship— and
then trying to develop leaders from those who are not disciples. You’ll find the majority of the
pieces are missing.
However, if a foundation of discipleship is in place, this set of guides is intended to help you
develop leaders at a grassroots level. The topics covered here comprise the qualities needed to help
people who are living, growing, and multiplying as disciples be able to lead effectively. Although not
every topic will be of equal use to every leader, this series of guides provides a broad foundation of
leadership skills.
Each topic has both a participant guide and a leader guide, and is intended to be taught
interactively in a small group environment.

Leadership Skills Leader Guide: Clarifying values, mission and vision

How to use this leader’s guide:
This guide is designed to be used to lead smaller groups through the content. Although the content
could be taken to create a teaching talk, it will be more effective when used interactively. What we
are looking for in the leaders we are developing is not download of knowledge, but experiential
transformation. Therefore, guide participants interactively through the material below.

Define Values, mission and vision:

• They have the participant introduction in their guides. Ask someone to read it aloud .
Participant introduction: Ask someone to read aloud the paragraphs from their participant guide
copied below.
“As leaders, we are leading out of something and we are leading toward something. That’s true not
only of Christian leaders, but of business and political leaders. As leaders state their values, people
can decide whether those values are something they feel alignment with. People can also assess
whether the mission and vision is something they want to move toward and contribute to.
“The first step is clarifying values, mission and vision. State them succinctly and clearly so others
can accurately determine whether they want to follow you and be a part of it. Here is an image that
may be helpful: Values are like the roots of a tree. Mission is the trunk and main branches. Vision is
the picture of the whole tree in the preferred future-- complete with fruit and a whole surrounding
orchard.
“Second-- and this is extremely important-- make sure your stated values align with your real
values. If they don’t, people will find out and you will lose trust. In wording your values, vision and
mission, make sure they all accurately represent what you feel strongly about and what you are
moving toward.”
• Why is this topic important? Next ask the participants about the importance of the topic

Why is clarifying values, vision and mission so important?

• Ask for participants thoughts first. Listen to their thoughts before contributing some of the points
below. Then introduce concepts below as needed.
• Key teaching points. These teaching points can be expanded upon as needed to facilitate learning
on the topic. Be sure to allow for interaction and don’t make the teaching time longer than the
discussion.
What’s involved? Key points:
• Engage in listening prayer: Each ministry organization will have a somewhat different vision,
values, and mission. That’s fine. Take time in prayer listening to God’s calling for what he wants to
see from your specific ministry. What is he calling you toward? What has he uniquely positioned you
to do? Do this not just yourself but together with your team.
• Identify real values: Some values might sound good, but they’re not your real values. Come up
with a list that represents your real, honest values. Then if they don’t line up with the values you
want to see for your ministry, the first step is admitting it. Acknowledge the discrepancy and
address it through action. Sometimes action is required to move us into a new way of thinking.
• Know your mission: Articulate clearly what you want to accomplish and how you want to
accomplish it. We want to do A through X, Y, and Z. Identify what needs you intend to meet and in
what ways you intend to meet them.
• Picture a preferred future (Vision): See where you want to go. Describe a motivating picture of
what the future would look like if the mission was accomplished. Include details. What would it feel
like? What would be different? Getting a clear picture in mind will be essential for casting this vision
to others so they can see it too.
• Scripture passages: Ask participants to read the scripture passages aloud. Then ask the scripture
reflection questions.
• Coaching questions for discussion: End with the coaching questions. This section should take the
majority of your time together. Be sure everyone has a chance to participate. Break into smaller
groups if necessary.
• If you don’t know where you’re going, it’s almost impossible to get there. Clear values, vision and
mission can give you a sense of direction and purpose.
• Putting these things into words and discussing them in your communities is essential for getting
on the same page. If you just say, “We want to be a good church,” what does that mean? It could
mean 10 different things to 10 different people. If you articulate it clearly, people are more likely to
have the same picture in their minds of what they’re moving toward.

2 Timothy 4:1-8: Finishing the race 1 John 2:3-11, 4:19-21: The values of love and obedience
Scripture reflection:
• What can you glean about value, mission and vision from each of the passages above?
• What do you notice?
• What surprises you?
• What is God highlighting for you?
Coaching questions for discussion:
• How would you currently articulate your values? Your mission? Your vision?
• How many of the people you lead can recite them by memory?
• To what degree do your values underlie everything you do? If they changed, how would people
know?
• Imagine your own memorial service. What would people say you stood for?
• What are the ways you continue to cast vision? List as many as you can.
• How do you check to see if you are still on track toward your vision?
• What action steps are you sensing God would have you take?
Leadership Skills Leader Guide: Vision-casting
How to use this leader’s guide:
This guide is designed to be used to lead smaller groups through the content. Although the content
could be taken to create a teaching talk, it will be more effective when used interactively. What we
are looking for in the leaders we are developing is not download of knowledge, but experiential
transformation. Therefore, guide participants interactively through the material below.
• They have the participant introduction in their guides. Ask someone to read it aloud.
• Why is this topic important? Next ask the participants about the importance of the topic. Listen to
their thoughts before contributing some of the points below.
• Key teaching points. These teaching points can be expanded upon as needed to facilitate learning
on the topic. Be sure to allow for interaction and don’t make the teaching time longer than the
discussion.
• Scripture passages: Ask participants to read the scripture passages aloud. Then ask the scripture
reflection questions.
• Coaching questions for discussion: End with the coaching questions. This section should take the
majority of your time together. Be sure everyone has a chance to participate. Break into smaller
groups if necessary.

Participant introduction: Ask someone to read aloud the paragraphs from their participant guide
copied below.
“The job of a leader is to be very clear and very consistent about the values they are leading out of,
and the vision and mission they are leading toward. Make sure you are casting the vision in an
appealing light… this is something everyone should want and hunger for. Also be sure to make it
specific. Give examples, provide details of what it would look like if the vision become reality.

“Sometimes it can feel repetitive, but the vision needs to continually be cast and re-cast. Without
continued reminders of what we are moving toward, we lose vision. We forget. So first, be clear,
precise and motivating. And second, continually remind. The vision needs to remain in the forefront
of people’s minds.”

Why is visioncasting so important? • Ask for participants thoughts first. Then introduce concepts
below as needed.
• We may have a great idea, but if we can’t communicate that idea to others, it stays just that-- an
idea. It won’t be brought to reality unless it’s something we can do completely by ourselves. And in
church and ministry, there are very few things we can do completely by ourselves.
• When others catch the vision, they can decide if it’s something God is calling them to be a part of.
If it’s not, maybe he’s calling them somewhere else.
What’s involved? Key points:
• Painting a picture others can see: Get concrete in the vision. Include details and behaviors. What
would people be doing if they caught the vision? Also, come up with a way to describe the vision to
others in two minutes or less. There will be times for a fuller description, of course, but it’s good to
have a short version too.
• Speaking in ways people can hear: Make it easy for people to engage with and understand the
vision. Consider their cultural context. Share it in bite-sized pieces they can digest. As much as
possible, engage in a two-way flow of communication-- a dialogue. Use multiple methods of
communication and multiple venues: online, in person, video, etc. Find out what communicates
best to those you are trying to reach with the vision.
• Sharing stories people can feel: Tell stories! Whenever someone is doing something right--
something in line with the vision-- share that story. It illustrates how the vision can be lived out.
Affirm any small steps in the right direction. Stories connect with people in a way that other
methods do not.
• Saying it over and over: You will need to repeat yourself. People can lose vision in less than a
month. You’ll need to not just cast it once, but cast it over and over in different ways.
Deuteronomy 30:11-20: Moses addressing the Israelites before they enter the promised land
Acts 2:14-24, 36-39: Peter addresses the crowd at Pentecost
Scripture reflection:
• What can you glean about vision-casting from each of the passages above?
• What do you notice?
• What surprises you?
• What is God highlighting for you?

Coaching questions for discussion:

• Describe your vision in 30 seconds or less.
• How compelling is this vision? How specific is it?
• How have people responded to the vision so far? What does that tell you?
• In what ways are you able to cast and re-cast the vision?
• What action steps are you sensing God would have you take in visioncasting?
Leadership Skills Leader Guide: Gaining Ownership
How to use this leader’s guide:
This guide is designed to be used to lead smaller groups through the content. Although the content
could be taken to create a teaching talk, it will be more effective when used interactively. What we
are looking for in the leaders we are developing is not download of knowledge, but experiential
transformation. Therefore, guide participants interactively through the material below.
• They have the participant introduction in their guides. Ask someone to read it aloud.
• Why is this topic important? Next ask the participants about the importance of the topic. Listen to
their thoughts before contributing some of the points below.
• Key teaching points. These teaching points can be expanded upon as needed to facilitate learning
on the topic. Be sure to allow for interaction and don’t make the teaching time longer than the
discussion.
• Scripture passages: Ask participants to read the scripture passages aloud. Then ask the scripture
reflection questions.
• Coaching questions for discussion: End with the coaching questions. This section should take the
majority of your time together. Be sure everyone has a chance to participate. Break into smaller
groups if necessary.

Participant introduction: Ask someone to read aloud the paragraphs from their participant guide
copied below.
“It’s not enough to design a mission statement or cast vision. We need to ensure that others are
actually on board with that vision-- as committed to it as we are. They need to “own” the vision…
feeling it is their own. How we go about doing this is a great test of leadership.
“Sometimes leaders assume once we have said something, if no one speaks up against it, it’s
agreed upon. Not so. We need to do more than announce the direction and expect people to follow.
We need to process people. That means talking with key leaders one-on-one about the idea,
listening to their concerns and questions, allowing them time to think.
“Sometimes it means reframing the perspective. What will it mean if we don’t change? What do we
have to gain by going in this new direction? We must bring people to the point that even without us,
they would still continue toward this new vision… because it has become their own.”
Why is gaining ownership so important? • Ask for participants thoughts first. Then introduce
concepts below as needed. • Many great ideas have run aground due to lack of ownership. The
vision can be wonderful, the board can approve it, but if the people aren’t truly on board it won’t
succeed.
 • Take the time necessary to build true ownership. It’s essential and worth the extra investment of
time and energy.
What’s involved? Key points:
• Involve people in the process: Don’t hole up in a monastery and then come down to declare the
vision. People are committed to what they help develop. Involve them in the visionizing process.
• Identify the opinion leaders: There are always some people with outsized influence. They are the
people others naturally look to in order to see what they think about a given idea. If these opinion
leaders are on board with your vision, you have a much greater chance of getting others on board.
Figure out who these people are in your circles.
• Process people one-on-one: Then talk one-on-one with opinion leaders. Get their thoughts, hear
their perspectives, give them a chance to air their concerns. These one-on-one conversations are
essential for getting people on board. Don’t start with a big meeting. If an opinion leader says no
there, almost everyone else will too and the plan is over.
• Integrate feedback: Listen to the feedback you are getting from your one-on-one conversations.
Consider it and take it seriously. See if there are ways you can integrate it into the vision. Doing so
will both strengthen the vision and increase ownership.
• Go slowly: This process of gaining ownership takes a long time. It’s worth it-- don’t skip over it or
rush it. You’ll just end up paying later. Rather, take the time to process people well and hear them
out.
Galatians 2:1-2: Preaching the gospel to the Gentiles
2 Samuel 12:1-10: Nathan confronts David
1 Corinthians 1:10-17: An appeal for unity
Scripture reflection:
• What can you glean about gaining ownership from each of the passages above?
• What do you notice?
• What surprises you?
• What is God highlighting for you?
Coaching questions for discussion:
• What new directions do you currently have in mind that will require gaining ownership?
• How do you plan to build buy-in for those new directions?
• Who are the key opinion leaders you need to talk with?
• What concerns might you need to address?
• What benefits would full ownership give you moving forward?
• What action steps are you sensing God would have you take?
Leadership Skills Leader Guide: Prioritizing
How to use this leader’s guide:
This guide is designed to be used to lead smaller groups through the content. Although the content
could be taken to create a teaching talk, it will be more effective when used interactively. What we
are looking for in the leaders we are developing is not download of knowledge, but experiential
transformation. Therefore, guide participants interactively through the material below.
• They have the participant introduction in their guides. Ask someone to read it aloud. •
Why is this topic important? Next ask the participants about the importance of the topic. Listen to
their thoughts before contributing some of the points below.
• Key teaching points. These four teaching points can be expanded upon as needed to facilitate
learning on the topic. Be sure to allow for interaction and don’t make the teaching time longer than
the discussion.
• Scripture passages: Ask participants to read the scripture passages aloud. Then ask the scripture
reflection questions.
• Coaching questions for discussion: End with the coaching questions. This section should take the
majority of your time together. Be sure everyone has a chance to participate. Break into smaller
groups if necessary.

Participant introduction: Ask someone to read aloud the paragraphs from their participant guide
copied below.
“When we are faced with a problem, instead of moving directly to a fix, we are better off
considering options and possibilities first. What could be done? What could we stop doing? Who is
best positioned to meet this need? What are our long-term goals?
“When we have considered these types of big-picture questions, we can then begin brainstorming
options. Given the situation, what are some possible solutions? List as many as you can. Then list
some more. Put down any that come to mind, even if they seem unworkable or impractical.
Sometimes combinations of two different ideas can come together to create some good solutions.
“After brainstorming multiple solutions, we need to prioritize our courses of action. If we have four
ministry areas that need work, which are the most important? Which could be foundational to the
others if addressed? Which could provide the most leverage for future change?
“We can’t do it all at once. So what should we do and in what order? That’s the central question of
prioritizing.”
Why is abiding in personal discipleship so important? • Ask for participants thoughts first. Then
introduce concepts below as needed. • Because as leaders we cannot do everything that comes
across our path, we need to make decisions. If we don’t prioritize, we end up doing the first things
that come to our attention rather than the most important things.
• Prioritizing well helps us decide what requests to say yes to and what requests to say no to. It also
helps us set our regular schedule in a way that reflects our priorities.
What’s involved? Key points:
• Unpack: This is a process that can be helpful in sorting priorities. Consider your time to be like a
sack of groceries. First, unpack the bag to take out everything you’re currently doing and examine
each item.
• Pray: Then pray and get clarity on your priorities. This time of prayer can include reflection,
listening to God, and listening to others. What does God really want you to focus on? What will
make a difference?
• Distill: Assess which items actually reflect your priorities. Just like with physical items, we all tend
to accumulate a bunch of junk we carry around that we don’t really need. Which items in your bag
are currently important and which aren’t’?
• Reload: Now repack only those items from the bag that truly reflect your priorities. What to do
with the leftovers? The items that don’t apply to your priorities? Either then throw them out, give
them away, or put them on a 30-day waitlist.
• Reflect: After 30 days, you can review that list again. Sometimes you’ll be able to put some of
those items back in the bag by then. The demands on your time may have lessened by then, or you
may realize the items were important after all.
Acts 6:1-7: Choosing of the seven
Matthew 19:26: The salvation of the rich
Scripture reflection:
• What can you glean about prioritizing from each of the passages above?
• What do you notice?
• What surprises you?
• What is God highlighting for you?
Coaching questions for discussion:
• What issues or problems are you currently facing that may call for brainstorming?
• What potential solutions/ideas can you think of?
• Who could help you think of more?
• Of the issues that you face right now, which feel most pressing? Which are most important to your
long-term goals?
• List your current areas of responsibility. Now put them in order of priority. What do you see?
• What action steps are you sensing God would have you take?
Leadership Skills Leader Guide: Goal-setting
How to use this leader’s guide:
This guide is designed to be used to lead smaller groups through the content. Although the content
could be taken to create a teaching talk, it will be more effective when used interactively. What we
are looking for in the leaders we are developing is not download of knowledge, but experiential
transformation. Therefore, guide participants interactively through the material below.
• They have the participant introduction in their guides. Ask someone to read it aloud.
• Why is this topic important? Next ask the participants about the importance of the topic. Listen to
their thoughts before contributing some of the points below.
• Four key teaching points. These four teaching points can be expanded upon as needed to facilitate
learning on the topic. Be sure to allow for interaction and don’t make the teaching time longer than
the discussion.
• Scripture passages: Ask participants to read the scripture passages aloud. Then ask the scripture
reflection questions.
• Coaching questions for discussion: End with the coaching questions. This section should take the
majority of your time together. Be sure everyone has a chance to participate. Break into smaller
groups if necessary.

Participant introduction: Ask someone to read aloud the paragraphs from their participant guide
copied below.
“There’s an old Yiddish proverb that goes, ‘Man plans and God laughs.’ Certainly that may
sometimes be true. Our plans may be far from the mark of what God has in mind for us. Other
times, the goals we have in mind are the right ones… God just has a more circuitous route for
getting us there than we would like.
“So what does this mean? Should we not set goals because God may have something else in mind?
Not at all. Goal-setting, even when we don’t have the right goal in mind, sets us in motion. When we
are in motion, God can better direct our steps than when we are doing nothing. So we should set
goals, trusting that God will reveal his will. If we take a posture of listening to the Holy Spirit and
being open to new directions as we hear from him, God will guide our steps… even if it doesn’t
always look like it at the time.
“And yes-- almost certainly-- the path will not look like what we expect.”
Why is goal-setting so important?
• Ask for participants thoughts first. Then introduce concepts below as needed.
• Without setting a clear goal that maps out where you want to go, the chances of getting there are
slim.
• Goal-setting is not the opposite of reliance on God; they go hand-in-hand.
What’s involved? Key points:
• Specific: A good goal will be specific. It’s not “lose weight,” but “lose 10 pounds by doing X, Y and
Z.”
• Measurable: Any goal that is specific enough will then be measurable. How do you know if you
have met your goal of losing 10 pounds? You can use a scale before and after to track it.
• Achievable: Any helpful goal must be realistic. That doesn’t mean that all you ever want to lose is
10 pounds, but starting with a goal of 50 pounds may be too overwhelming to be helpful. Start with
an achievable goal, then when you meet it you can celebrate and look toward any new goals you
may want to set.
• Relevant: A good goal should be relevant to your basic mission. To what degree does this goal line
up with your overall mission of, say, health?
• Timelined: Set a deadline to see if you’ve met your goal. Write it down. If you didn’t meet the
goal, you can readjust, but not having a timeline makes goals difficult to track—and therefore less
effective.
Acts 19:21-22: Paul’s plans to visit Rome
Acts 23:11: God speaks to Paul
Acts 26:28-27:2 Paul testifies before Agrippa and sails for Rome
Acts 28:16-23, 30-31: Paul preaches in Rome
Scripture reflection:
• Taking the above scripture passages in chronological order, what can you glean about goalsetting
through the experiences of the Apostle Paul?
• What do you notice?
• What surprises you?
• What is God highlighting for you?
Coaching questions for discussion:
• What have you learned in the past about how God comes alongside you as you move toward
goals you have set?
• What goals do you currently have foremost in your mind?
• To what degree do those goals dovetail with God’s specific calling on your life?
• What would success look like for you?
• What additional goals might you look toward?
• What action steps are you sensing God would have you take in celebrating?
Leadership Skills Leader Guide: Planning

How to use this leader’s guide:

This guide is designed to be used to lead smaller groups through the content. Although the content
could be taken to create a teaching talk, it will be more effective when used interactively. What we
are looking for in the leaders we are developing is not download of knowledge, but experiential
transformation. Therefore, guide participants interactively through the material below.

• They have the participant introduction in their guides. Ask someone to read it aloud. • Why is
this topic important? Next ask the participants about the importance of the topic. Listen to their
thoughts before contributing some of the points below. • Four key teaching points. These four
teaching points can be expanded upon as needed to facilitate learning on the topic. Be sure to allow
for interaction and don’t make the teaching time longer than the discussion. • Scripture passages:
Ask participants to read the scripture passages aloud. Then ask the scripture reflection questions. •
Coaching questions for discussion: End with the coaching questions. This section should take the
majority of your time together. Be sure everyone has a chance to participate. Break into smaller
groups if necessary.

Participant introduction: Ask someone to read aloud the paragraphs from their participant guide
copied below.

“As we follow the leading of the Holy Spirit, we can begin to think strategically about what he may
have next for us and where we should be focusing our energy. Planning and relying on the Spirit are
not opposites; rather, they work together. As we listen for the voice of God, our direction often
becomes clearer. We can see possibilities and then gear our actions to move toward those ends.
That process is known as planning and strategizing, and we rely on the intelligence and creativity
God gave us as we engage in it.

“Through our strategic planning, God is at work through us. Consider David’s strategy as he fought
Goliath. Consider Joseph’s years-long planning as he won the favor of the Pharaoh in Egypt.
Consider Nehemiah’s planning and strategy as he sought to rebuild the walls of Jerusalem. Consider
the examples below.”

Why is planning so important? • Ask for participants thoughts first. Then introduce concepts below
as needed. • Plans may work or they may not work, but we’re not going to get very far without
them. When you’re in a bind or something needs to happen, making a plan is the best chance
you’ve got. • We can also learn from our past planning efforts. Didn’t work last time? Try
something different. Did work last time? Try something similar, but adapted for a new goal.

Leader Guide
© 2016 Robert E. Logan. You have permission to print and use
purchased Vineyard Leader and Participant Guides within your local
church. Please do not distribute printedor digital copies to
others outside of your church. For Vineyard ministry
outside the United States, leadersmay also distribute these materials
within the nation(s) they are working. All rights reserved.
loganleadership.com

14
What’s involved? Key points: • Clarify the outcome: What are you trying to accomplish? If you
know your desired outcome you can create a more effective plan. • Brainstorm possible actions:
Given what you want to accomplish, think of some possible actions that might be able to get you
there. It’s okay if not all of them are good ideas. Some will be. You can pick and choose, but coming
up with a long list of options is empowering for the planning process. • Confirm key areas to
address: With most plans, there’s more than one key area to address. There may be one major
initiative, but you’ll also need to think through issues like getting buy-in, supporting the leaders who
will be implementing it, and bringing in any needed resources. Consider all aspects that you will
need to address. • Map out a process: When you are empowered with a range of options to
choose from and an array of all key areas, you are positioned to map out a process for the plan to
follow. Remember that not everything has to happen at once. Rather, consider the most effective
order for the various stages of the process. • Get specific: So what are you going to do? Who is
going to do what? When will it be done? Specific action steps with “who, what and when” attached
to them are essential for putting the plan into action.

Esther 4:12-5:13: Esther’s request to the king Acts 13:1-5: The sending of Barnabas and Saul

Scripture reflection: • What can you glean about planning from each of the passages above? •
What do you notice? • What surprises you? • What is God highlighting for you?

Coaching questions for discussion: • What are you hearing from God? • What is your current
planning moving toward? • How do those two answers intersect? • How is your plan aligned with
your end goal? • What other ends do you need to create a strategy to move toward? • How are
you praying for wisdom in your planning? • What action steps are you sensing God would have you
take?
Leader Guide
© 2016 Robert E. Logan. You have permission to print and use
purchased Vineyard Leader and Participant Guides within your local
church. Please do not distribute printedor digital copies to
others outside of your church. For Vineyard ministry
outside the United States, leadersmay also distribute these materials
within the nation(s) they are working. All rights reserved.
loganleadership.com

15
Leadership Skills Leader Guide: Modifying

How to use this leader’s guide:

This guide is designed to be used to lead smaller groups through the content. Although the content
could be taken to create a teaching talk, it will be more effective when used interactively. What we
are looking for in the leaders we are developing is not download of knowledge, but experiential
transformation. Therefore, guide participants interactively through the material below.

• They have the participant introduction in their guides. Ask someone to read it aloud. • Why is
this topic important? Next ask the participants about the importance of the topic. Listen to their
thoughts before contributing some of the points below. • Four key teaching points. These four
teaching points can be expanded upon as needed to facilitate learning on the topic. Be sure to allow
for interaction and don’t make the teaching time longer than the discussion. • Scripture passages:
Ask participants to read the scripture passages aloud. Then ask the scripture reflection questions. •
Coaching questions for discussion: End with the coaching questions. This section should take the
majority of your time together. Be sure everyone has a chance to participate. Break into smaller
groups if necessary.
Participant introduction: Ask someone to read al oud the paragraphs from their participant guide
copied below.

“Life seldom goes according to plan-- no matter how good the plan may be. As leaders, we need to
continue to monitor and evaluate progress. If some areas are going well, how can we make best use
of that momentum? What principles can we apply to other areas? What more can we invest in what
is working? Likewise, if some areas are not progressing as we had hoped, what can we do to
improve matters? How can we determine the core problem? How might we redirect our energy
instead?

“We also need to adapt to continually changing circumstances and environments. The world in
which we are carrying out our plans is not static. What seems like a good strategy one day may be a
terrible strategy the next if the situation has changed. For example, say you have a celebration
planned, but a national tragedy takes place the day before. You may need to modify. That could
mean canceling the event, rescheduling it, or changing the way you present it. Context and
conditions matter, and sometimes we must shift course in response.”

Why is modifying so important? • Ask for participants thoughts first. Then introduce concepts
below as needed. • Many mistakes have been made by creating and implementing a plan—and
then sticking to it even when it’s become clear that the plan isn’t working as intended. Rather, we
need to periodically assess and reevaluate the plan so we can make needed changes.
• Very few plans are perfect the first time. Modifying them doesn’t mean they failed… it means
you’re on a more effective road to success.
Leader Guide
© 2016 Robert E. Logan. You have permission to print and use
purchased Vineyard Leader and Participant Guides within your local
church. Please do not distribute printedor digital copies to
others outside of your church. For Vineyard ministry
outside the United States, leadersmay also distribute these materials
within the nation(s) they are working. All rights reserved.
loganleadership.com

16
What’s involved? Key points: • Review progress: As a leader, you’re in charge of something that’s
moving forward. Instead of continuing to move forward without reflection, take time periodically to
see how far you’ve come. What has been accomplished? How have things gone so far? Whether
things are going great, poorly, or somewhere in between, it’s good to know that. • Celebrate wins:
Always take time to stop and celebrate wins. We and our teams need the encouragement that
comes from celebrating past progress. That’s true even when not everything is going according to
plan. What is going well? What can you celebrate? There’s usually something. • Confirm what’s
working: Even if what’s working is something like the teamwork among members—affirm it. That’s
important, and it’s important for people to hear. Whatever is working, highlight it. • Identify
obstacles: Next identify what’s getting in the way of everything going as you’d like to see it go. There
may be personnel roles missing. There may be unexpected challenges from the community. It could
be anything, but it’s important to put your finger on precisely what obstacles you’re running up
against. • Make course corrections: When you see what has been working and what obstacles are
in your way, you can then decide what types of things you may need to change. Odds are,
something could be improved as you move forward. What might that be? Look at the process so far
and talk with your team, then take action to change what needs to be changed.

Nehemiah 4: Nehemiah encounters resistance to his rebuilding of the city walls

Scripture reflection: • What can you glean about modifying from the chapter above? • What do
you notice? • What surprises you? • What is God highlighting for you?

Coaching questions for discussion: • What plans do you have currently in process that need
evaluating? • What questions do you need to ask to evaluate accurately? • Based on current
progress, how might you need to redirect energy? • Given the current context, what changes
might you need to make? • Who do you need to have on board in order to modify effectively? •
What action steps are you sensing God would have you take?

Leader Guide
© 2016 Robert E. Logan. You have permission to print and use
purchased Vineyard Leader and Participant Guides within your local
church. Please do not distribute printedor digital copies to
others outside of your church. For Vineyard ministry
outside the United States, leadersmay also distribute these materials
within the nation(s) they are working. All rights reserved.
loganleadership.com
17
Leadership Skills Leader Guide: Celebrating

How to use this leader’s guide:

This guide is designed to be used to lead smaller groups through the content. Although the content
could be taken to create a teaching talk, it will be more effective when used interactively. What we
are looking for in the leaders we are developing is not download of knowledge, but experiential
transformation. Therefore, guide participants interactively through the material below.

• They have the participant introduction in their guides. Ask someone to read it aloud. • Why is
this topic important? Next ask the participants about the importance of the topic. Listen to their
thoughts before contributing some of the points below. • Four key teaching points. These four
teaching points can be expanded upon as needed to facilitate learning on the topic. Be sure to allow
for interaction and don’t make the teaching time longer than the discussion. • Scripture passages:
Ask participants to read the scripture passages aloud. Then ask the scripture reflection questions. •
Coaching questions for discussion: End with the coaching questions. This section should take the
majority of your time together. Be sure everyone has a chance to participate. Break into smaller
groups if necessary.

Participant introduction: Ask someone to read aloud the paragraphs from t heir participant guide
copied below.

“As leaders, we are often prone to charging on toward the next task without stopping to catch our
breath. Not only is that not good for us personally—as time spent in reflection and celebration is
essential for moving forward well—but it’s also very difficult for those we lead. As we lead others,
we must stop at points of accomplishment to celebrate, encourage, and refresh. We need to look
back on what we have done and how far we have come in order to have fresh energy for the
journey forward.

“During a celebration, we can take time to reflect on our accomplishments, on what God has done,
and on what we have learned through the experience… even the parts of the experience that didn’t
go according to plan. It’s important as leaders that we take the time to facilitate celebration for
those we lead.”

Why is celebrating so important? • Ask for participants thoughts first. Then introduce concepts
below as needed. • Celebrating gives us energy for the road ahead by validating our past efforts.
When we skip celebrating, we burn out much faster, as well as burning out our team. No one can
keep running indefinitely without a break and a sense of accomplishment.
• Celebrating is one of the most commonly missed leadership skills, especially among more driven
leaders.

Leader Guide
© 2016 Robert E. Logan. You have permission to print and use
purchased Vineyard Leader and Participant Guides within your local
church. Please do not distribute printedor digital copies to
others outside of your church. For Vineyard ministry
outside the United States, leadersmay also distribute these materials
within the nation(s) they are working. All rights reserved.
loganleadership.com

18
What’s involved? Key points: • Why celebrate: See above. The most common mistake in this
leadership skill is not thinking that celebrating is actually important. • What to celebrate: We can
not only celebrate successes, but also efforts. Never celebrate something that isn’t true or worthy of
celebration, but do look for the lesser noticed things like a great idea put forth with a lot of effort.
Even if the result wasn’t great, the effort can be celebrated. We can also celebrate attitudes or
commitments of time. Anytime we see Kingdom progress or attributes, there’s something to
celebrate. • Affirmation and recognition: We not only celebrate our progress, but the progress of
those who are journeying alongside us. What contributions have they made? What are their
strengths? Highlight those and do it publically. The people we are leading need to know that they
and their contributions are appreciated. • How to celebrate: Find different ways to celebrate. Be
creative. Take your team out to lunch. Write an individual letter of encouragement. Use someone as
a public example in a sermon or at another public event of a value you want to highlight. Tell others
when someone has done a particularly good job at something. • Remembering to celebrate: If
celebration doesn’t come naturally to you, it’s easy to forget to do it. Many leaders are ready to
rush on to the next challenge right away. Don’t fall into that trap. Write celebrations into your
calendar whenever big projects are completed. Be proactive about building in regular times of
celebration. Sometimes, a celebration can take place not immediately after a big win, but after the
people involved have had time to catch their breath.

Matthew 25:21: From the parable of the talents Genesis 28:16-19: After Jacob’s dream of angels
Exodus 15:1-6, 11: After the Israelites crossed the Red Sea
Scripture reflection: • What can you glean about celebrating from each of the passages above? •
What do you notice? • What surprises you? • What is God highlighting for you?

Coaching questions for discussion: • What do you currently have to celebrate? • How might you
lead celebration for your team? • How can you incorporate remembrance and reflection? • What
kind of celebration will provide renewed energy for the journey ahead? • Who do you need to
publically recognize and honor for their Kingdom contributions? • What have you learned about
God through this journey? • What action steps are you sensing God would have you take in
celebrating?

Leader Guide
© 2016 Robert E. Logan. You have permission to print and use
purchased Vineyard Leader and Participant Guides within your local
church. Please do not distribute printedor digital copies to
others outside of your church. For Vineyard ministry
outside the United States, leadersmay also distribute these materials
within the nation(s) they are working. All rights reserved.
loganleadership.com

19
Get all six sets: available at loganleadership.com

Personal development
Continuing in spiritual formation: engaging in ongoing personal growth as a fruitful and holistic
disciple of Jesus Managing time: discerning what is important and focusing your time so it aligns
with God’s priorities for your life and ministry. Managing money: recognizing that your money is not
your own and consequently handling it with both wisdom and generosity Engaging in life-long
learning: committing to ongoing learning and growth Focusing personal ministry contribution:
bringing together your gifts and the world’s needs into a focused personal calling

Developing leaders
Identifying potential leaders: being intentional about looking for potential leaders to develop and
invest in Recruiting leaders and workers: bringing aboard and orienting potential new leaders
Training leaders and workers: helping new leaders learn hands-on skills in ministry contexts
Deploying leaders and workers: releasing new leaders into areas of responsibility and challenge
Monitoring leaders and workers: supervising the work of new leaders to help them stay on track
with effective ministry Nurturing leaders and workers: providing ongoing encouragement and
support for new leaders as they continue to grow in their ministry skills

Leading teams
Building community: knitting together a group of people who work, play and worship together well
Leading meetings: designing and facilitating effective meetings that have a clear purpose and
agenda Facilitating learning: noticing teachable moments and helping people learn from their
experiences through reflection Delegating: developing others and freeing up your own time by
intentional giving away of tasks and responsibilities Supervising leaders: providing the necessary
oversight to lead others in effective ministry Coaching leaders: coming alongside a person to help
them discover God’s agenda for their life and ministry Ministry and money: handling ministry
money with integrity and transparency

Leader Guide
© 2016 Robert E. Logan. You have permission to print and use
purchased Vineyard Leader and Participant Guides within your local
church. Please do not distribute printedor digital copies to
others outside of your church. For Vineyard ministry
outside the United States, leadersmay also distribute these materials
within the nation(s) they are working. All rights reserved.
loganleadership.com

20

Organizational Development
Clarifying values, mission and vision: knowing what you’re aiming for as you move in new directions
Vision-casting: painting a picture of a preferred future in a way that helps others see what it could
look like Gaining ownership: helping people get on board with the direction you’re leading
Prioritizing: generating multiple options and then prayerfully deciding which to pursue Goal-
setting: establishing goals that are helpful, realistic and challenging Planning: creating strategic
plans that will achieve the desired ends Modifying: evaluating progress and making adjustments for
greater effectiveness Celebrating: publically recognizing progress and contributions, and
acknowledging how God has been at work

Communication skills
 Listening: actively helping others unpack their best thinking Asking questions: probing in ways that
promote mutual discovery and insight Providing feedback: knowing when and how to speak into
someone else’s life in a way that is helpful Having hard conversations: being willing to be honest
and vulnerable with your feelings and ideas Resolving conflict: working to mend rifts and coming to
agreement with others who see differently Relating cross-culturally: seeing through another
person’s eyes a perspective that is not culturally your own

Pastoral skills
Shepherding: providing comfort, care and encouragement to the hurting Mentoring: pouring into
another in a life-on-life context that includes sponsoring, guiding, and investing relationally Public
speaking: learning to present your ideas clearly and articulately before others Facilitating small
groups: leading others well in the context of small group discussion Fostering Kingdom cooperation:
working together with other ministries, churches and leaders toward common ends

Leader Guide
© 2016 Robert E. Logan. You have permission to print and use
purchased Vineyard Leader and Participant Guides within your local
church. Please do not distribute printedor digital copies to
others outside of your church. For Vineyard ministry
outside the United States, leadersmay also distribute these materials
within the nation(s) they are working. All rights reserved.
loganleadership.com

21
Appendix: Options for approaching leadership development

Beyond a commitment to disciple all believers is a leader’s equally pressing responsibility to raise up
and disciple emerging leaders. Depending on the time you have and your ministry needs, you can
select an approach that will be effective in your ministry context. Selecting the best approach for
developing leaders is just as vital as selecting the right content to teach—it becomes part of the
leadership DNA.
Below are six easily adaptable approaches for delivering leadership skills training: 1. ONE-ON-ONE
MENTORING – The most time-intensive method is one-on-one mentoring. Mentoring necessitates
that someone has experience in many of the leadership skills they will teach or pass on. This
knowledge and experience is passed on to a younger, more inexperienced leader. However, training
focuses as much on the mentor’s agenda as on what the new leader may need or prefer. The
mentor will set the time frame and choose the leadership skill content.

With a mentoring approach, the trainer will teach on each leadership skill, demonstrate each
leadership skill, and assign homework to the learner.

2. ONE-ON-ONE COACHING – One-on-one training is always the most time-intensive approach to

teaching leadership skills. However, coaching places less of a burden on the trainer and is more
empowering for the learner. The emerging leader will most likely consult with their trainer and help
choose the specific leadership skills they most need to increase their proficiency. In coaching it is
the learner who takes primary responsibility for the successful outcome of the training and “does
the work.” The trainer primarily asks questions that spur the learner to discover for him or herself
how to apply the leadership skills being taught. The trainer who “coaches” will emphasize
application, accountability and feedback rather than just the acquisition of skills.

With a coaching approach, a one-hour session begins with an interactive recap or follow up of the
previous skill taught. Then the trainer shares a brief introduction of the new skill (previously
selected by learner) along with some key concepts. Then through asking questions and listening, the
trainer and learner discuss the skill and its immediate applications. The session ends with an
implementation plan and picks up next time with follow up for accountability.

3. SMALL GROUP – While a one-on-one relationship may be preferred by the individual learner,
small group training is more time and energy efficient for the trainer. An important benefit of small
group leadership training is the opportunity to learn from peers as well as from the trainer.
Discovering and discussing together enhances everyone’s learning experience. Examples of small
group training include staff or leadership meetings, ministry team gatherings, or smaller leadership
development groups of three (triads).

Leader Guide
© 2016 Robert E. Logan. You have permission to print and use
purchased Vineyard Leader and Participant Guides within your local
church. Please do not distribute printedor digital copies to
others outside of your church. For Vineyard ministry
outside the United States, leadersmay also distribute these materials
 within the nation(s) they are working. All rights reserved.
loganleadership.com

22
Depending on group size, the trainer may need to allot an hour and a half to two hours to ensure
full participation. The agenda would be similar to one-on-one coaching, but with more time allotted
for participation from various group members. It would end with some type of application project,
either individually or as a team.

4. TRAINING DAY - Several skills could be taught during a full-day training. These could be either a
cluster of related skills or a series of unrelated skills that have been identified by the trainer as areas
in need of development. This method would be an especially helpful format when leaders from
distant locations gather periodically for training and need to make the most of time together.

The downside of the training day approach is less time for interaction and less time for application
between training topics. This issue can be minimized by including time for icebreaking activities,
interactive exercises, and breakout groups for discussion. Trainers will need to be sure to keep
teaching time to a minimum so the skills can be processed effectively. Coaching questions would
need to be processed in smaller groups, as would follow up after the training event in order to
oversee the application of skills.

Additional options that could be included in a full-day training include:

o Choose a related scripture to reflect on with 1-2 page written response on insights gained o Write
150-300 words reflecting on a particular insight you gained from trying to implement a new skill,
and what you will do differently in the future o Arrange permission with your supervisor to
“shadow” and critique another leader in action and create a list of “best practices” o At end of
training day, each participant will choose an “application project” to complete. o Develop a plan to
implement new skill with feedback to/ from trainer o Recruit a peer or intern to model/ teach the
new skill to that they have acquired o Apply new skill in their ministry context and invite evaluation
from trainer on outcome
5. HALF-DAY SATURDAY SEMINAR – One or more skills taught in 3-4 hours utilizing an adaptation of
either the SMALL GROUP or TRAINING DAY formats described above.

6. TRAINING RETREAT – One entire module of skills taught over the course of a retreat. For example,
the six leadership skills under “Communication” could be taught over a 2-3 day leadership retreat.
This would be an especially helpful format when leaders from distant locations gather periodically
for training and need to make the most of time together by covering an entire module of several
related skills in one day. Format for a training retreat could be adapted/ expanded from the Training
Day format.

23
About the Author
Dr. Bob Logan has worked in full-time ministry for over thirty years as a church planter, pastor,
missions leader, consultant, and ministry coach. He is internationally recognized as an authority in
church planting, church growth and leadership development. Bob invests his life to equip people to
be the hands, feet, and voice of Jesus to make disciples and multiply churches.

About Logan Leadership

Our vision is every person living, growing and multiplying together as disciples of Jesus who
demonstrate the Kingdom of God among all peoples.

Our mission is catalyzing leaders to accelerate their movement toward this vision.

Our approach integrates biblical principles with social science insights by helping leaders... •
sharpen thinking skills • focus actions • contextualize solutions • create reproducible processes •
increase ministry capacity