3. Some Basic Principles
Where is your main focus?
With these differences in
approach there are also different aspects that form the main focus. In seeking
to come alongside to help in missional church contexts there are two potential
main objectives. The first is to help to make the missional church enterprise
as effective as possible. As we have already explored, this would fall more in
the territory of the consultant.
The second is to help the
person become the most effective missional church leader possible, thereby
increasing the effectiveness and fruit of the fresh expression or mission
initiative as a consequence. This should always be a significant focus of the
coach. Whilst always keeping the task in mind, the person
is often the starting point and the measure.
Obviously one needs to have
both goals in mind and we are certainly not setting one against the other. But
being conscious of your emphasis as a coach will make a tremendous difference
to your style and approach… as well as to the outcome. Here is a scale that can
be used to help coaches to address where their main focus is:
The Project v Person Scale
<<------------------------------------------------------------------------------------------------->>
1 2 3
4 5
6 7
8 9
10
Helping the Project Helping the Person
As you begin to coach your
missional leaders, have this scale in mind and after a session check yourself
against it in terms of where your focus tends to be, and where you would like
it to be. Repeat this task as the coaching relationship develops to see whether
you are getting closer or veering further away from your desired score and
focus. As a general guide, a coach wants to keep their score above five.
At this point it may also
be helpful to consider the focus of the coachee, as it is both different from
the coach but crucially also informs so much of whether the person or the task
is being engaged in the coaching at any one time. Here, we could draw a scale
between ‘Awareness’ and ‘Responsibility’. On the one side there is the need for
the missional leader to engage in self-assessment and clarification of their
context, and on the other is the need for the coachee to explore and understand
what they need to do to move forwards. The coaching process will always be
swinging between these two, depending on where the coachee needs to be
focusing.
Who will do the Coaching/ Mentoring?
This is a good moment to take a step back and ask,
‘Who will do the coaching?’ As we answer
this question we quickly recognise that those coming forward to meet the need
will already bring different experience and skills in the two key fields of
coaching and of mission. These differences will directly affect the priorities
for their training and equipping. Clearly these will be determined by the need
to fill in the gaps where skills and experience are weak or absent, or merely
to complement and refresh stronger areas. The matrix on the next page (produced
by Pete Pillinger) helpfully highlights the possible range of strengths of
experience, against weaker areas to be addressed.
This book majors on the bottom two squares of the matrix
It is important to recognise that this book deals with
the generic principles of coaching and mentoring and applies them to missional
leaders and pioneers. Hence these chapters particularly address the needs of
those represented by the two squares at the bottom of the diagram with low
knowledge and experience in these areas. However, they should also support,
refresh and extend those in the top two squares.
Ideally those coaching missional pioneers and fresh
expressions planters, should have first had experience of both these ministries
and be familiar with training for pioneers such as mission shaped ministry. They should also be regularly updating
themselves with the latest good practice in pioneering mission. And one of the
best ways is to be a regular visitor and fully conversant with the content of
the Fresh Expressions knowledge bank, Share,
which can be accessed at www.sharetheguide.org.
The appendix to Coaching for Missional
Leadership also provides a brief outline of some of the key areas to be
familiar with in pioneering mission.
What gives a coach authority?
It can be important at the
start of the coaching process to understand where the coach’s authority is
drawn from, as this too will influence how the coaching relationship develops
and what form it takes. CRM have helpfully identified four sources of a coach’s
authority. It is quite possible for a missional leader to identify more than
one, even all four of these in the coach they invite, but it is likely that one
will be the primary reason for a coach being chosen. The four possible sources
are:
1. Positional
authority: The coach is appointed based on the role they perform in relation to
the missional leader. They may be the person with some direct ‘line manager’
type of authority over them, or such a ‘line manager’ may have brought them in.
The danger here is that the coach could instruct or limit the missional leader
according to his or her own agenda. It can also stifle the depth of
accountability if missional pioneers feel they can’t explore things they don’t
think they do well. On the other hand, the relationship is likely to be less
occasional and more naturally a shared journey. The more that institutional
authority plays a part in a coaching relationship, the harder the coach will
have to work to avoid this altering the coaching dynamic. The process can still
be extremely fruitful but it is unlikely to deliver all that a good independent
coach could bring
2. Expertise-based
authority: In this case the coach is invited, based on the missional leader
identifying them as having the key experience and expertise that can unlock
their potential. This carries with it the benefit that the coach is immediately
perceived as helpful, and the coachee will be very open to working through any
question they are asked. There is, however, a danger of the coachee too easily
tending to ask, ‘What should I do?’ and wanting to be spoon-fed.
3. Spiritual authority: Here the coach is recognised for their
maturity, wisdom and discernment. Where in ‘positional authority’ the authority
is given partly by structure and circumstance, and in ‘expertise-based
authority’ it is given partly from acquired experience, in this case the
authority relates more to character and God-given qualities and spiritual gifts
that have been identified (although God is also involved in the other forms of
authority). This form of authority has the potential for speaking powerfully
into difficult situations. But care is needed to avoid any potential for
spiritual pride or spiritual over-emphasis. This can also lead to excessive
influence and the ‘What should I do?’ question again needs to be guarded
against.
4. Relational
authority: In this last case, the coaching relationship is based on an existing
valued relationship. And it is likely that at least one of the previous three
authority sources have contributed to the missional leader identifying their
chosen coach. This authority is given by the pioneer based on existing trust,
but this must also be confirmed in the practicalities of the new coaching
process. The strength of this relationship lies in the certainty of the coachee
that the coach believes in them, but it must be recognised that this is still
an authority that develops over time, so being able to discern how well the
level of trust is growing is vital for the coach not to overreach themselves
too early.
So what are the basics?
When calling is the main
issue, coaching is the process that can best help both the missional leader and
the initiative they lead. The different layers involved in this dynamic process
of coaching are explored in detail in Coaching
for Missional Leadership. To get us started, though, let’s consider some of
the main points we have made so far in closer detail...
1. Coaching is a Relationship: From the outset the coach needs to recognise
that their relationship with the coachee is an entity in itself. For coaching
to be effective it relies on the strength of this relationship between the
coach and the missional leader. Although there is a focus on task, as mentioned
before, it is always in the context of the person and it is essential that the
needs and ‘speed of progress’ of the person are a high priority of discernment
for the coach.
It is also important to
recognize that in entering into a coaching relationship, the coach becomes a
part of the story of the fresh expression involved. The effectiveness of the
coach impacts the effectiveness of the missional leader, which in turn impacts
the effectiveness of the fresh expression. This means that the relationship
between coach and leader needs to be very strong - with a high degree of trust
in the coach’s discernment and wisdom from the leader, and a high degree of
belief in the leader’s vision and heart from the coach.
2. Coaching is a Process: Coaching is an intentional process. The key
dynamic of the relationship between coach and missional leader is that it is a
shared journey. There needs to be an understanding that as in all journeys, the
destination is not the be all and end all – the process of getting there is
just as important.
There are different ways of
expressing this process, but the one we have used often with the greatest
success is the Discipleship Square, which was developed as a part of LifeShapes by Mike Breen.
The diagram on the next page illustrates the process
that we all go through when we are called to a new and challenging role such as
missional church leadership. There are
typically four stages we go through and the help or leadership we need changes
as we progress round the square from D1 (discipleship stage 1) to D4 (discipleship
stage 4).
As you will see,
the first stage is one of high enthusiasm, keenness to explore new territory,
filled with hopes and excitement for what might happen. Typically this might be
expressed by high enthusiasm, low competence. At this stage it doesn’t
matter if people don’t know what they are doing – enthusiasm will drive them
and it is enough that the leader knows what they are doing (or so people might
assume!). In response to this a classical or directive style of leadership is
needed. Vision must be communicated well and often, and the leader can adopt a
‘come follow me’ message.
The second stage
comes when time and experience of the journey has eroded the enthusiasm to
leave the cold hard facts of the situation. A person or team may still be low
on competence, but now they know it! So the result is low enthusiasm and low
competence. In response to this stage the leader needs to adopt a more
personal approach, drawing closer alongside the people/team, encouraging them
to stay focused on the vision, drawing faith from the call and helping them to
see where God is growing them. It is during this second stage (or D2) that the
coaching style is what best helps a leader or team to progress. The temptation
is so often to give up or re-negotiate the vision whilst in D2. It seems too
hard and can feel like it was a bad idea all along. However, it is an essential
part of the growing process and you need to go through this if the next stage
is to be reached.
The corner begins
to be turned when experience builds into the development of both skills and
understanding. This D3 stage can be expressed as growing enthusiasm, growing
competence – leading to the team beginning to see the first fruits of their
labour and wanting to be more actively involved as they begin to believe again
that they are on the right track. The best leadership style to adopt here is to
be more consultative and consensus driven – working very much as a team of
equals and involving the whole team in each part of the leadership process.
Finally, entering
stage D4 the skills and experience become such that the team are able to step
into being the leaders themselves. They have reached high enthusiasm, high
competence and the time has come to hand the work over to them fully. This
releases the leader to look for the next phase of their calling and it
successfully multiplies what God is doing, so that now there is the potential
for two or more teams where there was only one. The leadership style for D4 is
one of delegating and releasing.
For a coach coming
alongside a pioneer team leader an understanding of this four-stage process
should help in two ways. First, as an ‘outside’ coach with this process in
mind, you can observe and be sensitively appropriate to the person’s progress
from initial high enthusiasm but low experience and high confidence but low
competence, through to very low confidence, before confidence and competence
build into D3 and D4. Recognising these stages of your coachee’s journey will
help you interpret the dynamics to them.
Secondly, whilst accompaniment is helpful throughout
this process, there is a sense in which the relationship of coach to coachee
and the style of support will vary over time to mirror the styles of each phase
for the pioneer leader. Whilst the coach may never fully adopt the directive
style appropriate to a leader in D1, he/she should be sensitive to this
progression and adjust his/her approach accordingly, moving to a lighter and
lighter touch as the leader grows in confidence and competence through the
process/project. Learning to discern
where the leader is up to in this progression is a key skill for the coach to
acquire.
3. Coaching relies on Feedback: The coaching relationship relies on space being
given for the missional leader to reflect on the conclusions and action from
previous coaching sessions and to give honest feedback. There also needs to be
permission given for the coach to give honest feedback of their observations
and perspective on how the calling and project are progressing.
4. Coaching values Accountability: Right at the heart of this coaching relationship
and process is a high value of accountability. Coaching is not meant to be a
series of disconnected observations or problem-solving. Issues will be
revisited, challenges followed up and victories built on.
Honesty and vulnerability
are crucial for the shared journey to genuinely reflect what God is doing and
saying, and for the coach and missional leader to best be sensitive to God’s
leading, encouraging and challenging. This takes us back to the central
importance of the relationship... there needs to be a strong sense of
commitment and trust to be able to sustain this level of honesty.
A Definition
Putting these four aspects
together, Bob Logan and others have come up with the following definition:
Coaching is intentionally helping someone else
perform to their highest potential. It is a helping role to unlock someone’s
potential in pursuit of their goals. It is helping people be successful...
where success is knowing God’s will for your life and putting it into practice
Coaching is fluid and
dynamic. It has the potential to be both structured and yet spontaneous. There
is both a recognized procedure for discussion, listening, giving new insight
and even action; and also room for the Holy Spirit to break in and change the
direction. It is both practical and heart-centred, fuelled by encouragement and
challenge.
But keep in mind...
Yes this is a process that can
be applied to anyone in the sense that there is a level of procedure to be
followed. However, as we have identified, at the very heart of it this is a
relational process. Consequently, we can see that it may not be right to coach
anyone or everyone. For the relational strength to shine through, there are a
few necessary requirements between the coach and the missional church leader.
As you are considering who to coach, ask yourself these questions:
1. Is there some ‘chemistry’
between us? The coaching relationship relies on fruitful
two-way dialogue, flexibility from both sides to learn new wisdom and a desire
to go on that journey together. It is not just a mechanical system that
requires a set number of skills. For the coaching relationship to work there
needs to be some chemistry. This is more than respect or trust – conversation
and discussion need to come naturally; the people concerned need to understand
one another and form a reliance on one another; and there needs to be a mutual
sense of excitement about what can be learnt.
2. Do I believe in him/her? The coach must
have conviction in what they are doing, and at the heart of this must be the
conviction that the leader they are coaching is worth the investment. Coaching
is going to involve a lot of time, energy, care and attention, and it is all
poured into this one relationship. So you need to be sure that you can really
see the potential in the leader and their vision, and that you genuinely want
them to succeed and want to be a privileged part of their development.
3. Do I have faith in what
they want to do? In the same way as believing in them personally,
you need also to believe in what they want to achieve – be that a church plant,
fresh expression or mission initiative. It isn’t enough to only invest in the
leader. As we have already seen, coaching is built on a relationship with a purpose...
it must have both to succeed. It is therefore vital that the coach shares a
belief and passion for both the general and specific purpose they will be addressing.
Also, coaching inevitably involves lots of investment in the leader’s ministry
and the other people involved. Therefore it is important to have a sense that
the aims and objectives are something you would want to see grow and flourish.
The three focusses of Missional Church Coaching
Having established these
basics, we can summarize by breaking them down into the following three focuses
that coaches need to have in their mind through the process:
The Leader(s): This includes their character, relationships, spiritual development,
skills, experience and personal study.
The Project (and team): This includes the vision, any processes and strategy, its growth and
fruit, and the ongoing developing relationship between the leader and the rest
of the team.
The Coaching Relationship: This distinct entity itself involves modelling multiplication and a
culture of release. This means that coaching should also produce a by-product
of passing on effective leadership as well as being a leadership style in itself.
As we emphasised earlier,
it is really helpful to see the coach-pioneer relationship as an entity in its
own right with a life of its own, apart from the pioneer and the project. In
this way we can visualize the three elements involved in coaching pioneers as
represented in the triangle below and the coach can then regularly review the
balanced development of the three elements.
Aims of coaching sessions and visits
These
three focuses, represented in the triangle, will form the themes of each
coaching session/visit. Again, this is explored in more detail in Coaching for Missional Leadership. But what about the overall aims of these
sessions/visits? Here are a few suggestions for what the coach will be looking
to achieve:
·
A broader/fuller
perspective (God’s view!)
·
Observing the leader and
the project
·
Pinpointing crucial issues
and blockages to success
·
Referencing the
appropriate core missional principles as they relate to project and stage
·
Helping them generate
creative and original ideas
·
Building a functional
relationship to develop the leader
·
Encouraging and raising
faith
·
Identifying and
understanding key skills
·
Clarifying issues and
getting focus
·
Confronting errors and
solving problems together
·
Reaching decisions, both
for personal development and study, as well as project implementation
·
Praying and listening to
God
·
Setting an agreed program
of action and study for future review
