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

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

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

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

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

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

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

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

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

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

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

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

One of the concepts that has expanded my understanding of coaching is that we don’t just coach individuals, but we coach individuals who are part of a system.  Coaching typically focuses on individual development, but a broader perspective recognizes individuals as integral parts of a larger system. As one person observed, “It is time to move from egocentric coaching to ecosystem coaching.”   I am not yet sure how to do that effectively, but a recent article on the Fast Company website stimulated further thinking on my part.   In his new book, You and We: A Relational Rethinking of Work, Life, and Leadership, Jim Ferrell focuses on helping people apply relational approaches to leadership and organizational life. This certainly has implications for effective leadership coaching and for coaching teams.   Ferrell observes that, “The idea of a separate individual is a myth, and because it’s a myth, the strategies that mistake it as true generate systematically poor advice. . .. Every individual you think you are seeing is relation in disguise.”   He emphasizes that the most crucial aspect of any organizational chart is the "space between" names and boxes – the realm where collaboration either thrives or fails. This relational space is not merely a metaphor but a quantifiable and changeable reality, collectively forming the "relational field" of an organization. The level of connectivity within this field is a strong predictor of organizational success.   To see and measure this space, we first need a way to differentiate between levels of relation. To effectively understand and influence this relational field, Ferrell proposes five distinct levels of relation:   * Division: People or teams that get in each other’s way are dividing. * Subtraction: Those who resist or avoid others are subtracting. * Addition: People or teams just focusing on their own work are adding. * Multiplication: Those who are collaborating with others are multiplying. * Compounding: People who care as much about others’ success as their own and integrate their work in deep ways to advance their collective success are compounding.   With these levels of relation in mind, you can map team and organizational connectivity levels and decide which relational intersections across the system need to be addressed. When you can see and track these levels of relation, you can start improving them intentionally and systematically.      var gaJsHost = (("https:" == document.location.protocol) ? "https://ssl." : "http://www."); document.write(unescape("%3Cscript src='" + gaJsHost + "google-analytics.com/ga.js' type='text/javascript'%3E%3C/script%3E")); try { var pageTracker = _gat._getTracker("UA-7047602-1"); pageTracker._trackPageview(); } catch(err) {}

Each coaching client is unique.  As coaches, we each have a philosophy of coaching, a code of ethics, strategies, curiosity, and intuition.  We have our own experiences and inclinations that inform us but (we hope) do not limit our effectiveness.  Even so, we must be flexible, ready to adapt to the personality, expectations, and individuality of each client.   My observation is that all my coaching clients (past and present) have certain characteristics in common, however.   They are smart.  Most are in leadership roles that are only given to professionally and vocationally competent people.  They have both training and life experiences to draw on.   They are gifted.  We define spiritual gifts in various ways, but I believe that God has gifted each person with special abilities.  These gifts may not always be fully developed, but they are present in the individual.   They know a lot more about their situation that I do.  They are the experts on the particular concern they wish to address in coaching.   What do they lack?  This is not true in every case, but some clients come to coaching with one or more of the following characteristics.   They are not motivated.  Sometimes I will coach a person who is “stuck”—emotionally, spiritually, vocationally. They have not ascertained a way forward in their situation.  A coach cannot motivate a client, but a coach can help a client discover his or her own motivation— “a motive for action.”   They lack clarity.  Even if they possess a growth mindset, they are unsure about how to act in their situation.  Their vision for themselves or their organization is fuzzy or non-existent.  There is a paraphrase of a line from Alice in Wonderland: “If you don’t know where you are going, any road will get you there.”  Where you want to end up is important.   They are undifferentiated.  In family systems terminology (as I understand it), the individual is too immersed in the system to have an objective or unprejudiced point of view.  They have bought into the present situation so thoroughly that they are unable or unwilling to ask the questions and take the actions to lead effectively.   Of course, there may be other things that a client may need to address to grow.  An effective coach comes alongside not as the expert or with a box of magic tricks, but a desire to help the client know themselves, their capabilities, and the actions that will move them toward their goals and ultimately their vision for life. var gaJsHost = (("https:" == document.location.protocol) ? "https://ssl." : "http://www."); document.write(unescape("%3Cscript src='" + gaJsHost + "google-analytics.com/ga.js' type='text/javascript'%3E%3C/script%3E")); try { var pageTracker = _gat._getTracker("UA-7047602-1"); pageTracker._trackPageview(); } catch(err) {}

The 20th century industrial model thrived on a tight command and control model.  It increased production, but it often fostered an “us” versus “them” approach--industry versus labor union, employer versus employee, “boss” versus workers.     In his New Leadership Paradigm, Steve Piersanti picks up on this in calling for a shift from the old paradigm of control to one of collaboration.  The control approach depended on coercion, dominance, and secrecy to “keep people in line.”  The new paradigm calls for collaboration.  Piersanti describes collaboration in this way: “Leadership is exercised through invitation, request, dialogue, persuasion, respect, openness, kindness, integrity, and partnership, without compulsion.”   This is the way that the church was intended to function.  In Romans 12:4-8, the apostle Paul writes,   For just as each of us has one body with many members, and these members do not all have the same function, so in Christ we, though many, form one body, and each member belongs to all the others. We have different gifts, according to the grace given to each of us. If your gift is prophesying, then prophesy in accordance with your faith; if it is serving, then serve; if it is teaching, then teach; if it is to encourage, then give encouragement; if it is giving, then give generously; if it is to lead, do it diligently; if it is to show mercy, do it cheerfully.   A similar approach is presented in 1 Corinthians 12 and Ephesians 4.  The church is an organic whole with interdependent parts, all of which have a function and perform that function to the best of their ability.  They do this because it is their purpose, what they are called to do.   The 21st century church will be at its best only when it effectively calls out, equips, and empowers every believer to do his or her part in pursuing the mission of God in this world.  This is the leadership model for the Kingdom.   (This post first appeared here on July 30, 2019.)           var gaJsHost = (("https:" == document.location.protocol) ? "https://ssl." : "http://www."); document.write(unescape("%3Cscript src='" + gaJsHost + "google-analytics.com/ga.js' type='text/javascript'%3E%3C/script%3E")); try { var pageTracker = _gat._getTracker("UA-7047602-1"); pageTracker._trackPageview(); } catch(err) {}

Each season bring its own gifts.  Fall brings us cooler temperatures, the familiar rhythms of school and work, football, and denominational meetings! Some may be surprised at the last item of that list, so let me explain.   In my Southern Baptist tradition, fall is the time for associational meetings and state meetings.  As a denominational person and collegiate minister, I was expected to be present in those gatherings.  Associational meetings are made of messengers from local churches in a county (or maybe a combination of two or more) who gather in October (usually) to learn about local and state ministries, worship, and listen to sermons.   My appreciation for these annual associational meetings grew when I was campus minister at Carson Newman College (now University) in east Tennessee.  In that role, I would be expected to represent the college in three or four such meetings.  Of course, these were usually smaller, more rural associations.  The President and cabinet level employees got the urban areas.   So, I would set off with some vague directions (no GPS in those days) of how to find a church in the countryside (usually named something like Little Hope or Rehoboam Baptist Church).  I loved it!  Being in east Tennessee in the fall is a blessing from God.  Trees blazing with color, a bite in the air, beautiful vistas—what more could you ask?   But another blessing was the preaching.  Not every message was a winner, but often I heard solid messages offered by men (yes, it was that era) who knew what it meant to be in the trenches with parishioners daily, walking alongside them in good times and bad.   There were downsides.  Women were limited to making “nice little talks” about missions and benevolence work (something they did better than the men) and providing the food.  Often there were people who wanted to be critical of the “liberalism” at the college. And sometimes, it was a late night getting home to family.   Even so, spending those days in the hills and with those people was a blessing.  Our God is a God of surprises, providing blessings where we least expect them. var gaJsHost = (("https:" == document.location.protocol) ? "https://ssl." : "http://www."); document.write(unescape("%3Cscript src='" + gaJsHost + "google-analytics.com/ga.js' type='text/javascript'%3E%3C/script%3E")); try { var pageTracker = _gat._getTracker("UA-7047602-1"); pageTracker._trackPageview(); } catch(err) {}

Benjamin Franklin said this about mentoring:   “There are two ways to acquire wisdom; you can either buy it or borrow it.  By buying it, you pay full price in terms of time and cost to learn the lessons you need to learn.  By borrowing it, you go to those men and women who have already paid the price to learn the lessons and get their wisdom from them.”   Mentors are important in our personal and professional development.  They not only share their experiences with us, but they open doors by introducing us to people in our field and sponsoring us to be involved in special projects or events.   Is it possible that one can outgrow her or his mentor?  This is not only a possibility but very likely. In the Book of Acts, we read the story of a mentor-protégé relationship that prospered for a period but ended with some discord.  We sometimes forget that Barnabas was a mentor for Saul, the persecutor of the Way who would become its most articulate spokesperson.   When Saul first appeared in Jerusalem after his conversion, many of the church leaders feared him, but Barnabas recognized that his experience was authentic and advocated for him.  Later Barnabas found himself working with the new church in Antioch and sent for Saul to come join him and invest his gifts there.  With the urging of the Holy Spirit, the church at Antioch sent them off on what we call the first missionary journey to the Gentiles.  Their success led to a controversy among Christians over the acceptance of these new believers based on their faith alone, but Barnabas and Paul (as he had come to be called) stood together before the leaders in Jerusalem to advocate for “an unhindered Gospel” (to use Frank Stagg’s term).  Only when they planned for the next missionary journey did they experience a disagreement over the inclusion of John Mark on the team.  They went their separate ways.   At some point the mentor-protégé relationship broke down between Barnabas and Paul, but evidently neither was ready to acknowledge it.  Paul went on to mentor others, and certainly Barnabas did as well.  What can we learn from this experience?   First, mentor relationships may only last for a season.  There are critical points in our lives when we need mentors. Most of us have had more than one mentor and each filled an important role at different times in our lives.  We must recognize that situations change and relationships do as well.   Second, at some point the protégé has learned everything he or she can learn from the mentor or at least decides that this is true.  Even the best mentors have limited areas of expertise and experience. Barnabas had opened doors of service for Paul and now it was his time to do the same for others.   Third, although it may be difficult, those who are mentors must recognize when it is time to move on from the relationship.  This does not mean that the person will never be a mentor again but just that they have invested all that they can in this particular protégé.  Let’s hope when it is time for that partnership to end, we can find a better way to do it than Paul and Barnabas did!   Don’t be afraid to become a mentor, but learn how to let go when it is time for your protégé to spread her or his wings. If you are protégé, be transparent with your mentor, share your appreciation, and then move on to share that person’s investment in you with others.    (This post originally appeared here November 27, 2017.) var gaJsHost = (("https:" == document.location.protocol) ? "https://ssl." : "http://www."); document.write(unescape("%3Cscript src='" + gaJsHost + "google-analytics.com/ga.js' type='text/javascript'%3E%3C/script%3E")); try { var pageTracker = _gat._getTracker("UA-7047602-1"); pageTracker._trackPageview(); } catch(err) {}

Participants will learn, as well as practice, basic skills in coaching based on the International Coaching Federation Core Competencies. Topics include ethical practices in coaching, developing a coac...