02
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)
03
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
CHAPTER 02
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
04
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
CHAPTER 02
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