XPRESS MANUAL - WHO

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C 3 X P R E S S C O U R S E M A N UA L

Who.


C 3 X P R E S S C O U R S E M A N UA L

Now that we’ve explored w

planting churches we nee

makes a healthy church. T recognise that the health on its leadership and that

viability of a new location.

for starting a new location

be true, many churches do framework for the church

a church planter looks like

the subject of who is an eff location pastor.

“Every Church leader shou

church planter and then s

is ready,” 3 and so it is out

have the conviction that q

a new location begins in t

and author J.D. Payne stat

assessments need to happ

church… the Church is bes

properly) to assess the life

of her members. She know

not, then there’s a problem


CHAPTER 02

why we need to be

ed to look into what

WHO

significant involvement when preparing members for the field.” 4

To start with, we have to of a church rises and falls

Although all pastors and church planters firstly

leadership impacts the

should operate under the calling of God, there

. 1 Good leadership is vital

appear to be unique qualifications for church

n. And although this may

planters.5 Church planting is already difficult for

on’t have a theological

those qualified, and nearly impossible for those

and lack insight into who

who aren’t. 6

e.2 This chapter explores

ffective church planter or

uld be able to spot a

send him to plant as he

t of this idea that we

qualification for starting

the local church. Pastor

tes, “Church planters’

pen through the local

st positioned (if taught

Good leadership is vital for starting a new location.

e, doctrine and skills

ws them intimately (if

m) and needs to have

02


C 3 X P R E S S C O U R S E M A N UA L

Qualification starting a ne So, there is now a developed set of qualifications

PE RSO N A L Q

for all who are starting a new location, based on the study of scripture, church research and church planting organisations. The overarching theme for anyone who intends to start a location is a confidence in the call of God, although we believe

●● Family Commitment

that the qualification of a church planter or location

●● Emotional Stability

pastor involves two main realms – their personal life

●● Spiritual Vitality

and their ministry ability. Typically, a leader aspiring

●● Theological Clarity

to be a church planter or location pastor has the

●● Integrity

following qualities:


CHAPTER 02

WHO

ns for ew location.

QUA LITI E S

M I N I STRY S K I LL S

●● Leader ●● Proven Missional Minister ●● Disciple-Maker ●● Hard Worker ●● Entrepreneur (Church planter) ●● Shepherd (Location Pastor)

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C 3 X P R E S S C O U R S E M A N UA L

To get a more rounded image of what a church

denomination. (90%)

planter looks like we recommend studying deeper

●● Indigenous to extra-l

into the scriptures of 1 Timothy 3 and Titus 1. Furthermore, you can also look at the work of other

leaders. (80%)

●● A strong marriage. (8

current church leaders such as Chuck Ridley, J. Allen Thompson, Tim Keller and Todd Hunter. Todd

U N SUCC E S S

Hunter, founder of the church planting initiative ‘Churches for the sake of others’ (C4SO), conducted a study where he compared the characteristics of

●● Inability to identify, r

successful and unsuccessful pastors. The study

workers and leaders. (

produced the following results that can help guide

●● Use of ineffective me

unwillingness to be

results of those metho

SUCC E S S FU L PA STO RS

●● No clear plan and

working hard at wron (77%) ●● A hard worker. (100%) ●● Proven record under supervision or authority. (95%) ●● Sure of call. (95%) ●● An attitude of optimism and faith. (95%)

●● No

proven

record

authority. (73%) ●● A nurturer/ enabler/

assertive leader and e ●● Failed to adequately

●● Good social skills, friendly, easily liked. (95%)

the community in whic

●● Takes responsibility for church growth. (95%)

(64%)

●● Both husband and wife felt called to the church. (90%) ●● Held values, priorities, and philosophy of

●● No

local

or

ext

encouragement from

●● Unsure about the Ho


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WHO

church. (59%)

local support from other

●● Not willing to take responsibility for church growth. (55%)

80%)

●● Success or failure of church tied to self-image; ego strength problems. (55%)

S FU L PA STO RS

●● Unsure of call. (50%)

As an overall guide, what does the personality of

recruit, train and deploy

a leader look like? It is decisive. The leader makes

(95%)

decisions quickly and without too much deliberation.

ethod of evangelism, and

The leader is analytical in their approach to the

e ruthless at evaluating

church and its structure. They can see what needs

ods. (77%)

to be done, having a bird’s eye view of the overall

goals, which results in

and long-term needs of the organisation. The leader

ng things or lack of focus.

has the strength to persist. One of the aspects of a leader’s personality that is often missing is the

under

supervision

or

ability to confront people. Confrontation shouldn’t be the only earmark of a leader’s personality but

facilitator rather than an

equipper. (68%)

certainly part of their ability. If it is not present in you then yes, you can develop it. The ability to

research and understand

require from people their time, money and service

ch trying to build a church.

is a high calling of a leader’s personality. The pastor or shepherd personality sometimes finds it difficult

tra-local

support

and

other leaders. (64%)

to set high expectations and then demand from people that they meet such expectations.

oly Spirit’s leading for the

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C 3 X P R E S S C O U R S E M A N UA L

SUITAB This next segment is specifically directed to Senior

scripture.8 But rather it ca

Pastors or to those who are facilitating the starting

New Testament where Pa

of new locations in any respect. It intends to ensure

Church leaders (1 Timothy

that those who are sent out are both ready and well

fair to note that scripture c

equipped. The task of starting new locations isn’t

not all individuals are idea

for the faint-hearted, uninitiated or the ill-equipped.

of religious leadership.” 9

to church planting and an There has been much critique and controversy

of sending qualified leade

surrounding church planter assessments that

have seen strong growth.

arose in the late 20th century. The main critique against church planter assessments comes from

There are many tests, que

the opinion that they are not consistent with

assessments around in the

*we have used the term ‘couple’ throughout the manual for convenience but C3 endorses ‘ind


CHAPTER 02

WHO

BILITY

an be seen throughout the

aul sets the standard for

that have been used to determine whether a leader is suitable to start a new location.

y 3 and Titus 1). “It is also

consistently confirms that

If a couple* are serious about endeavouring

ally suited for all positions

upon church planting, then it’s our responsibility

9 These new approaches

as leaders to follow through with this process

n increased intentionality

as best we can. Whether the answer be a ‘yes’

ers to start new locations

accompanied with a blessing to go, or the answer

10

estionnaires, quizzes and

is a ‘no, not yet’. A ‘no, not yet’ response should always be followed up with further development or possibly a redirection.

e world of church planting

dividual’ church planters also.

05


C 3 X P R E S S C O U R S E M A N UA L

PE RSO N A L W

PE RSO N A L I NTE R AC TI O N

M A R R I AG E To determine which answer is necessary there needs to be some process to set the foundation for such an answer. We believe that such processes

When assessing the p

need to be grown out of personal interaction.

candidates, a marriage co

This means sitting down as a facilitator face-to-

fitting tool. One’s marriag

face with the couple that believes they are called

large part of their persona

to start a new location. This is essential if you

equipped to facilitate suc

are to accurately deem anyone suitable “If your

be best to seek the expe

assessment approach is designed in a community

counsellor to facilitate. T

then there is no need for the assessment process to

session needs to come ba

be completely formal and high pressure. Also, when

will last the stress of starti

people are assessed in a community it is easier to observe the sanctification of the Holy Spirit over

PE RSO N A L W

time.” 11

M I N I STRY R E

PE RSO N A L

Now to assess the ministry

QUA LI F I CATI O N S

ministry references are a

couple needs to be prove Mentioned

before

was

the

idea

that

the

not only in church but in th

qualifications of a new location starter are found

being called to start a new

in two main realms – personal and ministry. These

affirmed and encouraged

are the two specific areas that need to be explored

them and know them pe

before beginning such an endeavour.

references need to give


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WHO

WO R LD :

personal realms of the

ounselling session is a very

disciple-making skills, eagerness, reliability, ability

ge tends to give light to a

to be taught, flexibility, responsibility and other

al life. If one does not feel

potential new location starter traits.

ch sessions, then it would

ertise of a local marriage

As we have explored, there are those whose

The marriage counselling

personality is more geared towards leadership.

ack showing the marriage

However, we need to recognise that this skill can be

ing a new location.

developed. It’s possible to become a better leader by merely practising the personality of a leader.

WO R LD :

As the saying goes: “a leader is made, not born”.

EFERENCES

If a couple has been deemed to not quite fit the qualifications to start a new location, then our job as a leader isn’t complete. It’s not our job to question

y realm of the candidate’s

someone’s call to ministry but to potentially redirect

a very useful tool.

The

them on a pathway that can either develop their

en ministers of the gospel

skills to be later considered again as a new location

heir lifestyle. The feeling of

starter candidate or to realign them to a direction

w location also needs to be

that better suits their skills and experience. There

by those that are around

are many ways you can serve God within an

ersonally. These ministry

established church, or on a church plant, without

evidence of leadership,

being the senior pastor. 12

06


THE DISC TEST

Identifying your STRE and WEAKNESSES as a To know yourself as a leader in greater depth is vital

that can assist both the

to the health, well-being and longevity of not only

members of a church tea

yourself but of the church and its members.

only individually but also c

We have chosen a couple of key personality tests

and efficient team.


ENGTHS a leader. church leaders and the

These include the DiSC and the Gallup Strengths-

am to work effectively not

finder test. Both of these will be explored for the

congruently as an effective

remainder of this chapter.

07


C 3 X P R E S S C O U R S E M A N UA L

The DiSC model provides a co language that people can use

better understand THEMSELVE

adapt their behaviours with OT “The DiSC model provides a common language that

people

can

use

to

better

understand

themselves and adapt their behaviours with

●● The dominance styl

accomplishing result confidence.

others - within a work team, a sales relationship, a leadership position, or other relationships.” 13

●● The influence style

DiSC is a personal assessment tool that describes

influencing or persu

the four styles of human behaviour and from

and relationships.

this information can build productive teams and develop effective leaders. The DiSC test does not

●● The steadiness styl

provide clinical insights into personality; it identifies

cooperation, sincerity

how people relate to each other. 14 The four styles of human behaviour are Dominance (D), Influence

●● The conscientiousnes

(i), Steadiness (S) and Conscientious (C). In simplest

on

quality

forms: 15

competency.

and

ac


ommon to

ES and

THERS.

le places emphasis on

ts, the bottom line and

e places emphasis on

uading others, openness

le places emphasis on

y and dependability.

ss style places emphasis

ccuracy,

expertise

and


C 3 X P R E S S C O U R S E M A N UA L

DO M I N A N C E (D)

STE A D I N E S S

PRIORITIES:

LIMITATIONS:

PRIORITIES:

●● Getting immediate

●● Lack of concern

●● Giving support

●● Impatient

●● Maintaining stability

●● Insensitive

●● Cooperation

results ●● Taking action ●● Challenging others and self

MOTIVATIONS: NEEDS OTHERS TO:

●● Stable environments

MOTIVATIONS:

●● Use caution

●● Sincere appreciation

●● Power, authority

●● Structure

●● Cooperation and

●● Competition

●● Weigh pros and

●● Success

cons

I N F LU E N C E (I)

opportunities to help

CO N SC I E NTI

PRIORITIES:

LIMITATIONS:

PRIORITIES:

●● Enthusiasm

●● Impulsiveness

●● Accuracy

●● Taking action

●● Disorganisation

●● Stability

●● Collaboration

●● Lack of follow

●● Challenging

through MOTIVATIONS:

NEEDS OTHERS TO:

●● Social recognition

●● Concentrate on the

●● Group activities ●● Friendly relationships

task ●● Take a logical and systematic approach

assumptions

MOTIVATIONS: ●● Gain knowledge ●● Using expertise ●● Attention to quality


CHAPTER 02

S (S)

WHO

For a more in-depth look at DiSC results and how leaders can utilise their DiSC profile have a further read through DiSC’s work of leader’s profile:

LIMITATIONS:

https://discprofile.com/DiscProfile/media/Everything-

●● Overly

DiSC/Everything-DiSC-Work-of-Leaders-Profile.pdf

accomodating ●● Avoiding change

An individual has the potential to fall into one, two

●● Indecisiveness

or even three of these behavioural styles, so we need to notice how each style affects each other.

NEEDS OTHERS TO:

Regarding these various combinations, DiSC has

●● React to change

developed 15 Classical Profile Patterns that defines

●● Prioritize work

the behaviour of people with specific blends of

●● Flexible

the DiSC dimensions. 16 These profiles outline the personal emotions, goals, fears, how they judge

I OUS N E S S (C)

others, influence others, how they react under pressure, how to increase their effectiveness and

LIMITATIONS:

much more. As shown in the following link:

●● Overly critical

https://discprofile.com/DiscProfile/media/ClassicProfiles/

●● Overanalyse

DiSC-Classic-2-0-Profile-sample.pdf

●● Isolates self In 2012 Dr Paul S. Williams conducted a study on NEEDS OTHERS TO:

the DiSC profile of 50 church planters, titled Wired

●● Delegrate

to Plant: The DiSC as a Predictor of Church Planting

●● Compromise

Success. 17 This study produced some interesting

●● Encourage

results. The study revealed a total of 72% of these

Teamwork

church planters had either the Dominance or Influencing personality type.

09


C 3 X P R E S S C O U R S E M A N UA L

It was found that when

new location, the “peopl

Dominant personality ha

these people like action

making quick decisions. T was most successful after

personality type is articul and impulsive.” 18

It cannot be overstated

equally valuable. Everyon

their styles according t

situation. Leaders need to

be according to the conte

outgoing, people-connect

If you need to be strong,

confrontational, then you c

take some discipline and p

Our leadership can be “

¹⁹ and this needs to be k

natural tendencies that he

in building the church. Pa

“the importance of place

based on DiSC test results

“I” or high “D” church pla

in a ‘parachute drop’ chur


CHAPTER 02

n it comes to starting a

that is attractional. On the other hand, a high “S”

le who scored highest in

or “C” church planter will have high success in a

ad a fast start because

mother-daughter plant, or a church that begins

n, immediate results and

missionally. An “S” or “C” church planter would

The Influencer personality

probably be comfortable in an urban church plant

three years because their

that is not expected to grow rapidly, while an “I”

late, popular, enthusiastic

or “D” church planter is probably best suited for

WHO

a high growth suburban area.” 20 Our tendencies don’t eliminate us from starting a new location, but that all DiSC styles are

ne has the ability to adapt

they do have the ability to shape our context and what our role is in this new location.

to their environment or

o learn who they need to

ext. If you need to be an

ting sanguine, you can be.

, decisive and somewhat

can be that as well. It may

practice, but it is possible.

“all things to all people,”

kept in balance with our

elp guide the role we play

aul ends his study stating,

ement of church planters

s is also important. A high

It cannot be overstated that all DiSC styles are equally valuable.

anter will probably do well

rch plant or a church plant

10


Gallup STRENGTHSFI Assessment The next test that we recommend leaders and

understanding of what t

team members who aspire to start a new location

enables them to lead with

undergo is the Gallup StrengthsFinder Assessment. This assessment is an online questionnaire that

Gallup claims that thos

measures one’s natural talents, provides a deeper

StrengthsFinder assessme


INDER

these mean, and overall

●● Six times more engaged in their jobs,

h their strengths first.

●● Six times more likely to do what they do best

se who accomplish the

ent are:

every day, and ●● Three times more likely to have an excellent quality of life. 21

11


C 3 X P R E S S C O U R S E M A N UA L

Gallup has further recognised that the most

E X E CUTI N G

successful teams have a diverse array of strengths.22 As leaders, we can have a greater emphasis on strength-based leadership, while catering for our

Team members who have

weaknesses by developing a diverse team. In

the Executing domain are

the context of starting new locations, this means

implement a solution. Thes

creating a healthier team environment and a more

work tirelessly to get som

efficient method for outworking the vision.

are strong in the Executing

and transform it into realit The results of the StrengthsFinder Assessment

they lead.

come in the form of a list of 34 strengths that we all possess to varying degrees and in different combinations. All the strengths would be too extensive to go into detail here, so we will just

I N F LU E N C I N

explore the four distinct domains of strengths, including

Executing,

Influencing,

Relationship

Building and Strategic Thinking. The 34 strengths

People who are innately

naturally cluster under these four domains of

always selling the team’s

strengths. 23

the organisation. When

take charge, speak up, an A summary of each of the domains derived from the

is heard, look to someo

Gallup StrengthFinders are:

influence.

https://www.gallupstrengthscenter.com/?gclid=EAIaIQobChMI5LDwupDq1


CHAPTER 02

WHO

R E L ATI O N S H I P BU I LD I N G

e a dominant strength in

Relationship builders are the glue that holds a team

e those whom you turn to

together. Strengths associated with bringing people

se are the people who will

together — whether it is by keeping distractions

mething done. People who

at bay or keeping the collective energy high —

g domain can take an idea

transform a group of individuals into a team capable

ty within the organisation

of carrying out complex projects and goals.

NG

STR ATE G I C TH I N K I N G

y good at influencing are

Those who can keep people focused on “what

ideas inside and outside

they could be” are constantly pulling a team and its

you need someone to

members into the future. They continually absorb

nd make sure your group

and analyse information and help the team make

one with the strength to

better decisions.

1gIVlxZoCh1ZRwLZEAAYASAAEgLLqvD_BwE

12


C 3 X P R E S S C O U R S E M A N UA L

The extensive lis strengths includ E X E CUTI N G

R E L ATI O N S H

●● Achiever

●● Discipline

●● Adaptability

●● Arranger

●● Focus

●● Developer

●● Belief

●● Responsibility

●● Connectedness

●● Consistency

●● Restorative

●● Empathy

●● Deliberative

●● Harmony

I N F LU E N C I N G

STR ATE G I C T

●● Activator

●● Maximiser

●● Analytical

●● Command

●● Self-assurance

●● Context

●● Communication

●● Significance

●● Futuristic

●● Competition

●● Woo

●● Ideation


CHAPTER 02

WHO

st of de:

H I P BU I LD I N G

●● Includer ●● Individualization ●● Positivity

You can find all of these at the following link:

●● Relator

https://www.strengthstest.com/strengths-finder-themes

The benefits of personality tests are found in their

TH I N K I N G

ability to develop a greater awareness of your leadership regarding your abilities and strengths while acknowledging any apparent weaknesses.

●● Input

This allows anyone to lead with their strengths and

●● Intellection

cater to their weaknesses intentionally. This is why

●● Learner

we so strongly recommend working on these tests

●● Strategic

as a team.

13


C 3 X P R E S S C O U R S E M A N UA L

References 1

Edward Stetzer, and War

of Church Planting in the Un

Overview and Qualitative S

Planting Entities, 2007. www assets/10228.pdf, 21 2

Scott Thomas. “10 Quali

Planter Pt. 2.” Acts 29. Acc

http://www.acts29.com/10 church-planter-2/. 3

Ibid, 2

4

JD Payne. “3 Keys to Equ

ChurchPlants. Last modifie

Accessed October 13, 2017

com/articles/14014-3-keys payne.html 5

Ron Edmondson. “5 Cha

Planter Needs • ChurchLead

Com, February 8, 2011. Ac


CHAPTER 02

WHO

s.

rren Bird. The State

https://churchleaders.com/outreach-missions/

nited States: Research

church-planting/146557-5-characteristics-every-

Study of Primary Church

w.christianitytoday.com/

ifications of a Church

church-planter-needs.html., 1 6

Scott Thomas. “10 Qualifications of a Church

Planter.” Acts 29. Accessed October 13, 2017. http:// www.acts29.com/10-qualifications-of-a-church-

cessed October 13, 2017.

planter/, 3

0-qualifications-of-a-

7

uipping Planters.”

ed June 28, 2017.

Todd Rhoades. “Characteristics Most Associated

with Unsuccessful Pastors.” October 11, 2008. Accessed July 18, 2019. https://medium.com/ cristimurgu/characteristics-most-associated-withunsuccessful-pastors-2eefe9c83138 Thomas, “10 Qualifications of a Church Planter Pt.

7. https://churchplants.

8

s-equipping-planters-jd-

2”, 2 9

Paul S. Williams. “Wired to Plant: The Disc as a

aracteristics Every Church

Predictor of Church Planting Success.” Exponential

ders.Com.” ChurchLeaders.

Resources, 2012. https://sed-efca.org/wp-content/

ccessed October 13, 2017.

uploads/2008/02/Wired-to-Plant-by-Paul-Williams.

14


C 3 X P R E S S C O U R S E M A N UA L

pdf., 7 10

christianstandard.com.

Planters?” ChristianStanda 11

Payne, “3 Keys to Equip

12

Thomas, “10 Qualificati

Pt. 2”, 3 13

“DiSC Profile - What Is D

Personality Profile Explained

Accessed October 31, 2017 what-is-disc/overview/. 14

Williams, “Wired to Plan

15

“DiSC Profile - What Is

Personality Profile Explain 16

Disc Profile. “DiSC Cla

discprofile.com/DiscProfile

DiSC-Classic-2-0-Profile-s 17

Williams, “Wired to Plan


CHAPTER 02

18

“Who Are the Best Church

WHO

Doc Shawn. “DiSC Profiles as Predictors of

Successful Church Planters.” Docshawn, October

ard.com, 1

12, 2013. Accessed October 25, 2017. https://

pping Planters”

docshawn.com/2013/10/12/disc-profiles-as-

ions of a Church Planter

predictors-of-successful-church-planters/, 4 19

1 Corinthians 9:22

DiSC®? The DiSC

20

Williams, “Wired to Plant”, 23

d.” DiSCProfile.Com.

21

“About CliftonStrengths | Gallupstrengthscenter.

7. https://discprofile.com/

Com.” Accessed October 31, 2017. http://www. gallupstrengthscenter.com:8100/Home/en-US/

nt”, 10

About.

DiSC®? The DiSC

22

Nathan Freeburg. “How to Understand the

ned.”

Four Domains of Strength.” Leadership Vision,

assic 2.0,” 2003. https://

June 27, 2014. Accessed October 31, 2017. http://

e/media/ClassicProfiles/

sample.pdf, 15-22

nt”

www.leadershipvisionconsulting.com/how-tounderstand-the-four-domains-of-strength/. 23

Ibid

15


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