Creating and Curating a Recruiting Culture by Christian Alliance for Orphans

CREATING AND CURATING A

RECRUITING CULTURE TODD ADKINS

LifeWay Christian Resources One LifeWay Plaza Nashville, TN 37234

Unless otherwise noted, all Scripture quotations are taken from the Christian Standard Bible®, Copyright © 2017 by Holman Bible Publishers. Used by permission. Christian Standard Bible® and CSB® are federally registered trademarks of Holman Bible Publishers.

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“CULTURE EATS STRATEGY FOR BREAKFAST, BUT CULTURE GETS ITS APPETITE FROM PURPOSE.”1

Your church is growing, especially with young families. And with these young families come more kids in your nursery and preschool rooms during worship services. Where do you find additional volunteers to care for these children? Your church is launching a new campus with limited downtown parking. You have a strong parking team leader at your current campus, but the service times at both campuses overlap. How do you find someone so both campuses have equipped parking team leaders? Your children’s minister just found out that she and her husband are expecting twins. Though she anticipated putting together her maternity leave plan over the next few months, her now high-risk pregnancy has placed her on bedrest. Where do you find someone to lead your children’s ministry in her absence? You’ve likely experienced one (or more) of these situations in your church. What do you do when you need more volunteers, leaders, coaches, or ministry directors? Far too often in our churches, we think it’s the job of the pastor and paid church staff to recruit volunteers and leaders when there’s a gap in ministry. This leads us to focus on leadership placement over leadership development, and we settle for warm bodies instead of weekly volunteers. After all, Sunday is coming and we need someone to fill in the gaps. What if we instead equipped those under our leadership to feel confident in recruiting and developing someone to serve in their ministry role? What if we created a leadership pipeline that provides continuity of leadership when someone steps out 4

of a role or when we need more help in a ministry area? How do you begin to create this type

A LEADERSHIP

of environment that emphasizes

PIPELINE PROVIDES

the importance of recruiting and

CONTINUITY OF

development with all people in

LEADERSHIP.

your church or ministry? You start with culture.

THE IMPORTANCE OF CULTURE Creating and curating a church or organization’s distinct culture is one of the most important, yet difficult, elements of leadership today. While the information economy paved the way for leaders to expand their knowledge and enhance their skills, it has also become increasingly difficult to create and maintain a distinct culture in the whirlwind of messages in the modern day. When it comes right down to it, the most important function of a leader may be the creation, management, and, when it becomes necessary, destruction of culture within a church. Now, more than ever, we realize leadership and curating culture are intertwined and difficult to understand independent of one another. “The only thing of real importance that leaders 2

do is to create and manage culture.” Edgar Schein made this statement in the early 1980s, well before the Internet redefined the dynamics of nearly every organization in the world.

Remember the 1980s were also much less transient times when a person tended to work within one organization their whole career. Each person is a carrier and conveyor of culture, which makes it all the more difficult to manage today.

WHAT IS ORGANIZATIONAL CULTURE? The idea of organizational culture seems obscure and difficult to define at first glance, especially in the church world. A more formal definition of organizational culture might be “the underlying assumptions and beliefs shared by a group of people that operate unconsciously in a church or organization’s view of 3

itself and its environment.” The deeper level of assumptions should be distinguished from the “values” and “artifacts” 4

typically associated with the surface level of culture. For the sake of simplicity, let’s just agree to define culture as the shared values of a group.

CULTURE IS THE SHARED VALUES OF A GROUP.

Leaders often reference three layers

of culture in a church or organization. The cultural pyramid provides an illustration of these three layers: artifacts, stated 5

values, and underlying assumptions.

VISIBLE

LOGOS & LANGUAGE

ARTIFACTS

SOCIAL NORMS

STATED VALUES PATTERNS OF BEHAVIOR

INVISIBLE

FUNDAMENTAL ASSUMPTIONS AND VALUES

ASSUMPTIONS

At the top of the pyramid are the artifacts of the culture. Artifacts are visible and often recognizable even to people who are not part of the culture. Common artifacts include vision statements, taglines, logos, branding, organizational specific language, acronyms, and so forth. Artifacts also include things you might not expect like buildings, physical space, ministry processes, communication style, and even how people dress. A person may get an idea of who your organization is but not fully understand why these artifacts have been established without looking at the stated values. In the middle of the pyramid are stated values. These are the values regularly promoted by the leadership in a given culture. Stated values may be formalized and reinforced through the clearly articulated values, strategy, measures, and so forth. Every church and organization has stated values. Whether or not the values have been formalized, they exist and people

are listening. Even if the values aren’t displayed on a wall, your values can be found in the common language and stories as well as what is celebrated, measured, and controlled in your culture. If you have articulated your values, they must truly resonate and align with the assumptions or assumed values of people within the culture in order to be healthy. Notice that as you move from the top of the pyramid to the bottom, you also move from visible attributes of culture to invisible attributes of culture. The bottom layer of the pyramid is your culture’s assumptions. Assumptions reflect the underlying shared values within the culture. These values often remain unstated and are nebulous or self-defined by people within the culture. The assumptions and espoused values are possibly not correlated or rooted in the actual values of the culture. It’s important to recognize that what is written on the walls is not always actualized in the halls of the church. Sometimes a good bit of cultural examination has to take place to bring these into the light. Consider following questions regarding your church’s current culture.

• What or who is celebrated?

• What is measured?

• How is important communication handled?

• How are decisions made?

• What is your church’s most prevalent leadership style?

• What is your church’s cultural personality?

THE IMPORTANCE OF A LEADERSHIP PIPELINE Churches consist of many groups and subgroups with both formal and informal hierarchical layers. We must recognize that churches don’t drift toward simplicity. Churches drift toward complexity over the course of time, regardless of size. Two modern phenomena add complexities to churches: the multisite model and digitization of modern life.

CHURCHES DON’T

A multisite church model

DRIFT TOWARD

brings the challenge of creating

SIMPLICITY. CHURCHES DRIFT TOWARD COMPLEXITY.

and managing church culture through shared experiences and environments while aligning the groups and subgroups as they become

increasingly complex and geographically diverse. The digitization of life means that droves of people are now working from home, Starbucks, and the next stoplight. Even if they attend your church every week, they can access the same number of sermons on their commute as they might hear from you in a year. People used to come to church three times a week. Now we are lucky to get them through the door three times a month. What does that mean? In this daunting new paradigm, high-level leaders must constantly and consistently create and embed shared values in their church culture.

LEADERS MUST CREATE AND EMBED SHARED VALUES IN THEIR CHURCH CULTURE.

I will examine six components that make up a recruiting culture: 6

Scripture, strategy, structure, systems, skills, and style.

These components correlate with our leadership pipeline 7

philosophy and framework. Leadership pipeline does not solely focus on top levels of leadership or key leaders but is a long-term investment in the church or organization’s most valuable resource: people. A leadership pipeline

LONG-TERM INVESTMENT

provides a clear process

IN THE CHURCH’S MOST

of development, so each

VALUABLE RESOURCE:

volunteer, leader, coach,

PEOPLE.

ministry director, or senior leader knows their next step.

LEADERSHIP PIPELINE IS A

S SENIOR LEADERSHIP

MINISTRY DIRECTOR

C COACH

LEADER L

V VOLUNTEER

Most people hear “leadership pipeline,” and think vertical advancement. I want you to understand success in a leadership pipeline is not always progression. Success in a leadership pipeline occurs when a person is becoming who God has created them to be and multiplying themselves at their current leadership level.

Over the past two years, LifeWay Leadership has had the privilege of walking over 2,800 church leaders through our Pipeline process. The number one reason why they say they attend is because they need more volunteers,

SUCCESS IN A LEADERSHIP PIPELINE

leaders, coaches, and ministry

IS BECOMING WHO GOD

directors. Whatever level

HAS CREATED YOU TO

of their church’s leadership

BE AND MULTIPLYING

pipeline they oversee, they would say, “I need more people!”

YOURSELF AT THAT LEADERSHIP LEVEL.

Odds are likely that you feel the same. Audit your current ministry.

• How many leaders do you have?

• How many leaders do you need if:

• You grow by 15%?

• You start another service?

• You want last year’s Easter attendance to be

your church’s average weekly attendance?

Church leaders often look at a diagram that shows leadership multiplication and think, No way! That diagram is not reality. I would say you can move from thinking it’s a pipe dream to moving it into your leadership pipeline and making sure that you are multiplying yourself.

Consider this diagram. What if you recruited two people and spent the next year developing them? If you do that the first year, then in the second year you and the two people you developed in year one each recruit and develop two more people, and the model continues again the third year, you have quickly moved from it just being you as a leader to 27 leaders in your ministry.

You may say, “That’s not reality. People come and go. People move away. And some people wash out.” So maybe it’s not three years. Maybe it takes seven years. Your number one role as leader is to reproduce yourself. But consider the growth of your church and ministry if every volunteer, leader, coach, ministry director, and senior leader also followed this model to multiply themselves? The responsibility of recruitment and development doesn’t lie with you alone. The responsibility of recruitment and development is part of everyone’s role, not just the pastor’s.

BUILDING A RECRUITING CULTURE Building a recruiting culture is foundational to leadership pipeline because it proactively cultivates development within the church. You have probably heard me say before that leadership development is both poetry and plumbing. We will start with the poetry that provides the “why” and quickly move into the plumbing that provides the “what, where, and how.” When I talk about building a leadership pipeline for your church, I am looking at it holistically in stages from stirring conviction for development through Scripture and story to strategy, structure, systems, skills, and style of training. When these components are properly implemented and aligned, you create a culture that instills shared values to recruit, develop, and reproduce leaders

RECRUITMENT AND

at every level of your

DEVELOPMENT IS PART OF

leadership pipeline.

EVERYONE’S ROLE, NOT JUST THE PASTOR’S.

SCRIPTURE Let’s begin this discussion with Scripture. In the church, recruiting is simply a fancy word for the Great Commission. In Matthew 28:18-20, Jesus commands His followers to go and make disciples, who in turn make disciples, who in turn make disciples. This commissioning is not for an elite class of leaders or pastors. All believers have been called to make disciples, not just pastors and church staff. Paul reminds us in Ephesians 2:8-9 that we have been saved by

grace through faith, lest any man should boast. But Paul doesn’t stop there. In verse 10, he reminds us that God didn’t just send His Son to save us from something. He saved us for something. “For we are his workmanship, created in Christ Jesus for good works, which God prepared ahead of time for us to do.” Paul examines the role of church leaders to be equippers in Ephesians 4:11-16. “And he himself gave some to be apostles, some prophets, some evangelists, some pastors and teachers, equipping the saints for the work of ministry, to build up the body of Christ, until we all reach unity in the faith and in the knowledge of God’s Son, growing into maturity with a stature measured by Christ’s fullness. … From him the

SCRIPTURE REVEALS

whole body, fitted and knit together by every supporting

THE DEMOCRATIZATION

ligament, promotes the

OF THE DISCIPLESHIP

growth of the body for

AND DEVELOPMENT OF

building up itself in love by

GOD’S PEOPLE.

the proper working of each individual part.”

What these passages promote is the democratization of the discipleship and development of God’s people. Our role as church leaders is to equip the body in such a way that it becomes self-sustaining through ongoing recruiting and development of each supporting part. A culture of recruiting and development is foundational and should be a shared value implicit in every church.

STRATEGY Building on the firm foundation of Scripture, we’re ready to take a look at strategy. When we look at the life of Jesus and examine His methodology, it’s easy to see that men were His method. We often think of Jesus spending time among the crowds, preaching, and healing the sick. But what is striking is how Jesus spent His time after leaving the masses. More often than not, Scripture reveals that Jesus took aside His disciples to further explain what He said to the crowds, especially with Peter, James, and John. Jesus wasn’t testing them to see if they could repeat back what He had just said. Jesus was looking for growth in their character and competency; He was looking for transformation of the whole person. Likewise, our strategy of bringing people into our ministry should not merely focus on a onboarding. What many churches call “training” is primarily an orientation task to get someone started in a volunteer or leadership role. That is not development; that is an information dump. A recruiting culture uses a leadership pipeline to develop a person, not delegate a task. When a person begins a volunteer role, the first thing we want them to be is a learner. They need to learn the role. As they gain proficiency in the role, they become a leader. Leadership

A RECRUITING CULTURE

is the next step, but that’s not

USES A LEADERSHIP

the only step. If you recall our examination of recruiting in

PIPELINE TO DEVELOP

Scripture, we are supposed

A PERSON, NOT

to disciple and develop other

DELEGATE A TASK.

people. That’s not just the pastor’s job. That’s not just the ministry director’s job. Development is everyone’s job. When we begin to see people multiplying themselves in their current role, they may be ready for the next level of your leadership pipeline.

S MULTIPLIER LEADER LEARNER D MULTIPLIER LEADER LEARNER C MULTIPLIER LEADER LEARNER L MULTIPLIER LEADER LEARNER V Implementing a leadership pipeline strategy for recruiting and development removes guessing from the leadership game. After a person has displayed proficiency as a learner, leader, and multiplier, strongly consider bringing them to the next level of your leadership pipeline. If they want to stay in their current role, applaud their efforts and celebrate them in front of their peers.

Consider your volunteers and leaders.

• Are they learners, leaders, or multipliers?

• Have you emphasized multiplication as a key part of

every role, not just the pastor and church staff? • How is multiplication modeled at all levels of leadership in your church?

STRUCTURE As our LifeWay Leadership team has worked with over 2,800 church leaders on developing a leadership pipeline for their specific context, I can tell you it’s fairly easy to get everyone on board with the scriptural foundation and strategy of leadership pipeline. But now we’re about to meddle with your day-to-day ministry. The next two phases are often the most difficult to implement: structure and systems. These components don’t seem like that big of a deal at first, but they often cause the keepers of the status quo to rise with torches and pitchforks in hand. Let’s take a look at why so often this is the case. Odds are likely you have restructured or reorganized a time or two. For some churches, it seems like an annual event. Leadership pipeline focuses on bringing clarity and alignment to the formal and informal elements

BRINGS CLARITY

within a church or organization.

AND ALIGNMENT TO

You may reorganize your formal

THE FORMAL AND

structure and everything looks

INFORMAL ELEMENTS

great on paper, but when you get

LEADERSHIP PIPELINE

WITHIN YOUR CHURCH.

right down to it, the informal structure is still at play. Individual ministry areas do not appear as silos on paper, but the reality is often quite different. If you don’t believe me, ask one of your volunteers or leaders. Odds are likely that many people serve in more than one ministry at your church and experience differences in each. These differences make it difficult to recruit volunteers and leaders when language, titles, roles, levels of leadership in the ministry, levels of responsibility, and ratios of care vary from ministry to ministry. Consider how confusing these differences may seem to volunteers and leaders as they attempt to understand where they are, their specific responsibilities, and what is their next step of development. Take a moment and audit where and when the following terms are used in your church’s ministries:

• Volunteer

• Leader

• Coach

• Coordinator

• Director

Is there clarity and alignment with titles, definitions of roles, hierarchy of roles, and so forth? If so, how? Ask 2-3 volunteers or leaders who serve in more than one ministry to provide feedback on the language inconsistencies they see between ministry areas. It is most helpful to find people who have recently started serving in new roles as those who have been around awhile likely have figured it out or come to live with it.

SYSTEMS Systems are often the least favorite subject for two different kinds of people: innovators and keepers of the status quo. To the innovator, systems seem antiquated and cumbersome, a quagmire of policies and procedures that will only slow down your church. To the keepers of the status quo, established systems are the only thing between the church and selfdestruction, usually at the hands of a rogue staff member. If it ain’t broke, they don’t fix it. Over time, no church drifts toward simplicity. We have a tendency to add new processes, new paper trails, new policies, and so forth without ever taking the time to call out or kill off what isn’t working. Sometimes things are working just fine; they’re just working differently in each ministry leading to inefficiency, duplication of effort, and confusion. If you want a recruiting culture, you must address your systems holistically. I personally began to feel this pressure in leading our church toward launching multiple campuses. The stakes were high as we were trying to achieve clarity for our volunteers, leaders, coaches, and staff. That meant almost everything we did had to be examined. Is this process absolutely essential to our mission? Is this process clear? Is this process easily repeatable? Is this process scalable? Has this process been documented in such a way it can be easily transferred to someone else? One system we had to address was our application and onboarding process for new volunteers and leaders. We weren’t just finding weekly volunteers at one campus. We were identifying, recruiting, and developing volunteers for a location

that hadn’t yet launched. Our application process had become extremely siloed and overly complex. We received complaints from people who were filling out multiple applications, though they had served our church for years. Not only did each ministry area have its own application, but each campus had started to create their own applications as well. When I finally audited all applications (we stopped counting at 26), I also discovered that many were also using different databases. We were not only wasting the time of our staff, we were also wasting the time of our most treasured volunteers and leaders. Did each ministry area want to change its system? No. Each had a narrow view of their area. If it worked fine for them, they didn’t want to be slowed down by everyone else or make concessions. In order to fix this discrepancy, we had to find real world examples of how frustrating and confusing these varying systems were for our volunteers and leaders as they experienced different onboarding processes in each ministry. While the process was painful, we eventually developed one application that covered 80 percent of what everyone needed and allowed them to ask additional questions or add an addendum if necessary. We also created a role description template for everyone to use that contained core competencies and responsibilities for each level of our leadership pipeline. As you can imagine, this greatly increased our ability to recruit and onboard volunteers and leaders. I could sit down with a potential volunteer and show one role profile, one application, and what to expect in the onboarding process, providing clarity 21

and making the experience much better for everyone. Consider a couple of your best leaders who are serving in multiple ministry areas. Make a mental audit of what this person has experienced in recruiting, applying, interviewing, onboarding, and training in each ministry area.

• Was there clarity and alignment across ministry

areas in role profiles, expectations, communications,

forms, and processes? • What ministry areas at your church will have the

most difficulty coming to the table to clarify and align

areas throughout your church?

• What can you do to help the leaders of these areas

see the need for change? • How will it become painful or compelling enough for

them to make the change?

SKILLS When it comes to recruiting skills and training, we often focus on transferring knowledge. I would like to shift that toward a focus on competency and mastery. Traditional education is concerned with display of knowledge through testing. Consider how a person spends years in a specific college major only to find the real skills they need are gained on the job. Competency-based learning adds two more elements to

Knowledge

Experience

Coaching

traditional education: experience and coaching. The overlap of 8

knowledge, experience, and coaching leads to transformation. Throughout the New Testament, we see essential qualifications

for being a leader in the church. As part of your church’s leadership pipeline, you must identify core universal competencies or skills for each level of leadership to determine if someone is qualified and competent to serve at that level, regardless of ministry area. For example if someone leads a team of ushers or serves as a small group leader, they should each be competent in handling conflict. In addition to these core competencies, there are, of course, role-based skills as well.

Our team spent two years working with senior pastors, executive pastors, leadership experts, and consultants to develop a leadership pipeline for the church. The pipeline provides a framework of universal leadership competencies vetted by these ministry leaders. We also have

PEOPLE NEED A MAP, NOT

created training pathways

A MENU, FOR TRAINING

that are specific to ministry

AND DEVELOPMENT.

areas. Each pathway contains three specific levels of learning for volunteers, leaders, and ministry directors. We believe people need a map, not a menu, for their training and development. To best equip the people God has entrusted to your care, your church needs a leadership pipeline and each person needs a training pathway. The primary tool for delivery of both leadership pipeline and training pathways content is our learning management system, MinistryGrid.com. Regardless of whether or not you choose to use the framework or content that we have developed, shifting the conversation from an information dump to transformation requires a competency-based approach to development.

STYLE In a survey of over 2,000 pastors and church leaders, four challenges hindered leadership training and development: they don’t know how, they and their people don’t have time, they 9

don’t have a framework, and they don’t have the resources.

COMPETENCY OVERVIEW

Core Competencies

Discipleship

Vision

Strategy

Collaboration

Contributing to the Growth of Others

People Development

Overseeing Resources Within One’s Care

Stewardship

Unique Skills Within Ministry Area

MinistrySpecific Competencies

Sample Roles

Ability to Work with Others

Leadership Responsibility

Plan or Method for the Preferred Future

Pipeline Level

Preferred Future

Examples

Theological and Spiritual Development

Description

Faithfully stewards opportunities with church’s resources

Progression

Creates a development culture

Teaches theology and serves as a Christ-like example

Works through team leaders

Pastor, Executive Team, Deacon, Elder, Board Member

Thinks strategically about the church as a whole

Provides vision and sets the strategic direction for the church as a whole

Creates vision for the church

Senior Leadership

Faithfully stewards church’s resources Contextualizes vision for ministry area

Creates a development pathway for ministry area

Understands and applies systematic and biblical theology and teaches spiritual disciplines

Ministryspecific competencies vary based on role and ministry area. These competencies progress from task execution to people development, to systems management and strategy, to church and ministry oversight. Works through leaders

Children’s Minister, Worship Pastor, Student Pastor

Leads others to unite around and execute ministry strategy

Designs ministry strategy and implements in ministry context

Ministry Director

Oversees a ministry area with the responsibility of leading coaches and leaders

Articulates and implements vision for ministry area

Works with others

Develops others

Knows basic doctrines, practices spiritual disciplines, and exhibits the fruit of the Spirit

Serves effectively in ministry role

Works through others

Leader

Small Group Leader, Committee Chair, Teacher

Supports vision of ministry area

Faithfully stewards giftedness of others

Provides leadership for a ministry team

Knows the gospel and takes responsibility for personal development

Faithfully stewards their personal giftedness Usher, Greeter, Nursery Worker

Displays willingness to be developed

Volunteer

Serves on a ministry team

While we do not believe you can digitize development, we do recognize that the greatest barrier to training in churches is that it only occurs at a specific time and place. Quite often in the church when we host live training events, we focus on the lowest common denominator in the room instead of recognizing that our people have varying levels of competency. When you attempt one-size-fits-all live training events, you tend to focus on onboarding or orientation, leaving out your more experienced volunteers and leaders. This means you will likely have low attendance, you have to summarize training for those unable to attend, and then host even more events each year to make up for the lower turnout. We have developed a training philosophy that is both high-tech and high touch that involves flipping the classroom. Think in terms of circles, not rows. In traditional education, the teacher is the sage on the stage who delivers a lecture to attendees sitting in rows. After the lecture, attendees complete homework on their own. In the flipped classroom, attendees watch training prior to the group gathering time. Doing so allows various levels of training on the same subject to be distributed to attendees, depending on each person’s level of competence. When they gather, they sit in circles, not rows, to debrief and discuss the training they have completed. Each attendee is no longer a spectator but a participant as the group learns and grows together. Each participant has a different level of competence, experience, and knowledge to offer the other people at the table in their own personal development.

This type of training helps seasoned leaders engage in the development of others and positions them to recruit the right people into higher levels of leadership. As the leader, you no longer have the pressure of being the sage on stage. You are now the guide on the side and are available to assist people who may need a little extra help or who are experiencing difficult issues that need to be addressed. Doing so embeds recruiting at all levels of your leadership pipeline as it redistributes the responsibility of development and creates an environment that builds biblical community. And, let’s be honest, that training is much more fun to attend.

CREATING AND CURATING A RECRUITING CULTURE Let’s take another look at Jesus’ relationship with the disciples. Jesus modeled not only how recruiting and development occurs but also how responsibility is transferred, as He rarely did the work of the ministry by Himself. Sure, He spent time alone, but when He ministered to people, His disciples were always nearby. Early on, they listened and watched Jesus, but soon He asked them to serve

JESUS DIDN’T SHIRK

with Him. Jesus then flipped the script and asked them to

HIS RESPONSIBILITY

serve while He observed and

WHEN HE RECRUITED

shirking His responsibility for

helped. You see, Jesus wasn’t

AND COMMISSIONED

the mission when He recruited

HIS DISCIPLES. JESUS

disciples; He was sharing it.

SHARED IT. 27

and commissioned His

Jesus and the early church leaders modeled a way of healthy leadership reproduction that moves past simple addition to multiplication: recruit, develop, and repeat. If we model this leadership development method as church leaders, we will quickly see it take hold and deeply embed recruiting and development into our church culture. Remember Ephesians 4 and that as church leaders we are all called to that end. Let’s make sure our legacy is not just about the things we accomplished but the people we developed.

END NOTES

1. John O’Brien and Andrew Cave, The Power of Purpose (United Kingdom: Pearson Education Limited, 2017), 83.

2. Edgar Schein, Organizational Culture and Leadership (San Francisco: Josey-Bass Inc., 2004), 11.

3. Adapted from Schein, Organizational Culture and Leadership, 6-11. 4. E. H. Schein, “Coming to a New Awareness of Organizational Culture,” Sloan Management Review, no. 25 (1984): 3-16. 5. Adapted from Schein, Organizational Culture and Leadership, 18.

6. Adapted from Thomas Peters and Robert Waterman, In Search of Excellence (New York: HarperCollins, 2006), 9-10.

7. Adapted from Ram Charan, Stephen Drotter, and James Noel, The Leadership Pipeline (San Francisco: Jossey-Bass, 2001), 8.

8. Eric Geiger and Kevin Peck, Designed to Lead (B&H Publishing Group, 2016), 163.

9. LifeWay Research, “CRD Training Project” (Nashville: LifeWay Christian Resources, 2012).

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