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46 Cards in this Set
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In Chapter 1, p. 4, the author quotes Charles Spurgeon in his Lectures to My Students regarding personal management that enable us to “finish well”. Paraphrase the gist of his statement
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We are our own tools—my self is my machinery for sacred service; I am my battle axe and weapon of war.
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In Chapter 2, p. 15, the author quotes Frederick Buechner as follows: “The kind of work God usually calls you to is the kind of work, a. that you need most to do, and b. that the world most needs to have done. If you really get a kick out of your work, you’ve presumably met requirement a., but if your work is writing TV deodorant commercials, the chances are you’ve missed requirement b.” How do you interact with this statement from the Reformed perspective on vocation?
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Deodorant commercials are a need met through service that causes blessing to come to others = Kingdom of God. Deodorant is needed—the commercial is a service that helps us be good stewards of our money in meeting this need.
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In Chapter 5, p. 51, the author presents a strategy followed by some pastors to provide quantity time with the family. He recommends that family time be scheduled according to the following “rule of thumb”:
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a. One night a week - completely free of anything but family activities—a time for the family to be together”
b. One night a month - alone with the spouse—either an overnight getaway or at least a leisurely dinner date” c. One night (event) a month - alone with each child—perhaps an outing to the zoo or a museum, or even a simple breakfast at McDonald’s” |
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On p. 59, the author states that “a wise alternative would be to ask these questions regarding the criticism.” What are three of those four questions?
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a. Is it coming from someone I trust?
b. From someone who knows me and my family well? c. More than one voice saying the same thing? d. Heard this before? |
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On p. 73, the author presents a three step process for effective time management for pastors. List and explain this process.
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The three steps are:
a. Recording time – find out where your time actually goes b. Managing time – set priorities and cut-back on unproductive time demands c. Consolidating time – arrange large blocks of discretionary time |
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In Chapter 9, on p. 102, the author presents the distinction between ordained ministry and the general ministry of the laity. Explain that distinction.
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Ordained ministry s different from the general ministry of the laity in that the ordained are:
a. Duly called b. Prepared c. Examined d. Ordained, and c. Authorized to a spiritual service representative of the whole people of God. This special calling and preparation is recognized by peers and the church in ordination. |
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In Chapter 23, p. 275, the author says that working with volunteers in the church involved three basic responsibilities. The first responsibility is motivating people. Communicate what you consider the most important principles presented in that section, p. 275-277 in 50 words or less.
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There are three guidelines for motivating people to volunteer service:
a. Use gratitude rather than guilt – guilt is demotivating; emphasize service out of gratitude to God b. Tap into people’s dissatisfactions – dissatisfied people are more motivated; knowing their dissatisfaction helps us channel them into service. c. Give volunteers more than they put in – psychic benefits from volunteer work are important to motivation. |
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In Chapter 23, p. 275, the author says that working with volunteers in the church involved three basic responsibilities. The second responsibility is recruiting people. Communicate what you consider the most important principles presented in that section, p. 277-281 in 50 words or less.
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The most important principles for recruiting are:
a. Begin with a person’s gifts, not with the need. b. Careful consideration of volunteer by the staff or leaders is helpful to protect them. c. Offering spiritual gifts testing and volunteer placement services is helpful in recruitment. d. Asking others to identify the gifts of their peers can often surface untapped resources. e. Job descriptions are essential. f. Recruit well in advance of the need. g. Make the volunteer’s first job assignment small and advance their responsibilities as they prove themselves. |
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In Chapter 1, p. 10-11, the author states that “Three classical models (of support teams to help us manage ourselves) especially commend themselves to us.” Describe 2 of the 3.
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1. Ignatius of Loyola in his Spiritual Exercises designed what is best in retreat settings, but also which also can serve us well in ordinary situations. It is based on 4 themes:
a. Sin under the power of grace b. The life of Christ c. The suffering and death of Christ d. The resurrection of Christ in each of these, he provides reflections and exercises that build the truths into our lives Foster summarizes it, “We all need a deeper musing upon our perennial knack for disobedience. We all need a richer contemplation upon that life, which shows us the way so we may follow in his steps. We all need a fuller meditation upon that death, which sets us free. We all need more profound experience of that resurrection, which empowers us to obey Christ in all things.” 2. St. Benedict built on the image of Jacob’s ladder, a 12 step ascent to humility. Here he offers activities that involve mind, body, and spirit and helps us face our deeply rooted desire to be our own lords. This model helps with the control of the tongue and cultivation of simple silence. |
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In chapter 2, p. 21, Greg Ogden writes in “Professional Development and Career Tracks” that when you reflect on several conversations at a recent conference of people in vocational ministry, you might realize that you answered the same set of questions from several people who wanted to know what position you held and the number of people in your ministry. Ogden says that sometimes such questions camouflage two aspects of another agenda which is what? Name and describe both aspects.
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a. Can you advance my career? - do you have status that can help me make a name for myself
b. Where do you stand in relation to me? - are you higher or lower than me on the totem pole |
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In chapter 2, p. 22, Greg Ogden writes in a section entitled: “A Higher Trajectory”, that there are two avenues to maximize our impact. Name and describe both avenues.
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a. our spiritual gifts - following Paul in Rm 12:3, we must look at who we are, not who we think we are, avoid living out a fantasy of self-perception that has little to do with reality, soberly access your gifts and where is the most joyful energy released
b. our call - this is the sphere where our gifts best function, are we addressing the concern that God has planted in our hearts |
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In Chapter 3, pp. 30-31, the author presents “three common techniques” for the pastor in “combating prayerlessness”. List two of the three.
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a. Set up a system of ACCOUNTABILITY
b. Turn prayer into a physical ACT (jog, walk, speak aloud) |
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On p. 71, the author under the sub-title, “The Prevent Defense”, presents two keys to preventing future disappointments in ministry. List and explain these keys.
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a. Don’t expect most people to share the VISION – they spend 50 hours/wk working on other things while we create a vision
b. Don’t take VOTES that won’t pass – avoid unnecessary loses at a [session] meeting by delaying the vote |
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In Chapter 2, p. 18-19, the author lists four meanings of ordination according to various Christian traditions that describe what is being conferred upon the ordained by the Presbytery and congregation. List three of the four.
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The Ordination SEA:
a. Setting apart (for full-time preaching and equipping) b. Empowerment (laying on of hands) c. Accountability (taking a vow of fidelity) |
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In Chapter 2, p. 28-29, the author lists six spiritual disciplines that help us rearrange our lives. Define the three of the six that are most helpful to you and explain why.
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a. reading scripture - not for planning our next sermon, but to let the word grow us
b. confession - for personal accountability and growth in maturity c. service - esp. at home, doing chores, spending time with kids, investing in wife and family |
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In Chapter 5, pp. 54-55, the author states that “when the stress builds, the whole family feels the tremors”. Define the three of the seven that you think are most dangerous and explain why.
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a. lowered self esteem - finding identity in whether we get everything done, leaving us unfulfilled always
b. increased time demands - spouses feel can abandoned and jealous, causing them to demand more attention c. increased vulnerability to sexual sin - cause spouse fear and feelings of inadequacy as a partner |
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Chapter 6 develops an analogy based on the three gauges of an automobile dashboard. Name those three gauges and how they apply to maintaining balance in the life of those who serve in vocational ministry.
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a. spiritual gauge - not relying on human effort, operating on the power of the Spirit
b. physical gauge - exercise, rest, eat well, so that we can be healthy and working on all cylinders c. emotional gauge - leaving energy to enthusiastically minister, practice disciplines, and spend good family time |
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In Chapter 6, p. 64-65, in “Stress and Mental Health” the author states, “To strengthen resistance to stress, we can follow three key guidelines.” List those three key guidelines.
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a. Anticipate Stress - Try to anticipate stressful events.
b. Resolve Stress - Resolve stressful situations quickly. c. Build Strong - Build a strong personal support system. (Memory help: AS,RS,BS = Anticipate Stress, Resolve Stress, Build Strong) |
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In Chapter 10, pp. 113-114, the author states three areas for examination of our own hearts in the process of searching for a ministry position. They are:
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a. Our relationship with the Lord.
b. Ourselves. c. Our family and other relationships. (Memory help: OUR- Lord, self, family) |
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In Chapter 10, p. 118, the author asserts that you should raise three types of questions in the candidating and interviewing process. Those three are:
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a. Questions of census.
b. Questions of issue. c. Questions of structure. Memory Help (CSI- St. Louis – a play on CSI-Miami TV show - ask the tough questions) |
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In Chapter 10, p. 119, the author suggests five sample questions for the interviewing process. State three of those five:
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a. Why am I of particular interest to you?
b. What areas of concern need to be addressed by this congregation? c. Has the pastor’s family traditionally taken an active role in this church? |
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In Chapter 12, p. 140, the author relates three “cultural hot spots” of which to be aware when starting at a new ministry. List and define them.
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a. Different tastes: - This applies mainly to any cultural differences that may exist, clothing style, worship style etc. etc.
b. Different values systems: - This applies to our priorities, habits and life goals. Should we drive a foreign car if our congregation is made up of American auto workers? c. Different leadership dynamics: - Some congregations want decisive autonomous leadership, while others want a consensus. |
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In Chapter 13, p. 156-157, the author presents five principles that nurture longevity and satisfaction in the ministries of associate pastors (as well as other vocational Christian workers). List and define three of them.
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a. Associate pastors should defer to the senior pastor- The relationship here should be one of public unity and private disagreement, since the spirit they see modeled in staff relationships infects congregations. It is more than coincidence that unified staffs generally means unified churches.
b. Longevity and satisfaction are the by-products of a clearly defined role- Associates need to be honored for their unique call and individual identity in ministry. c. An associate’s ability to flourish depends on the inner security of the head of staff- A senior pastors spirit creates the climate for growth…if the senior pastor attempts to make up for a deficit by stealing the limelight, exercising control, refusing to relinquish power and so on, associates will find it difficult to establish their own identities. |
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On pp. 166-67, in his short article on “Setting Up Safeguards”, Archibald Hart says that “Every pastor can benefit from taking into consideration three important principles as he develops a professional code of behavior.” State and briefly explain these three principles.
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a. ACCOUNTABILITY: a group of peers you meet with regularly and can be honest about your struggles
b. RESPONSIBILITY: balancing church leadership with personal and family life c. INTEGRITY: being honest in all our affairs and never abusing authority. |
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In Chapter 16, p. 190-191, states there are three steps that help smooth the way to change in the church. List and explain them.
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a. TEST THE WATERS ask a few people to get a fell for what the response will be
b. LISTEN AND RESPOND TO RESISTERS see them as advisors who can help us to refine the ideas. c. SELL INDIVIDUALS BEFORE GROUPS Having individuals on board first will help to create broad support for a new idea. |
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In Chapter 16, p. 192-193, the author presents five principles for responding to unrealistic expectations in the church. List and explain three of them.
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a. KNOW YOURSELF. Ask yourself: Who am I? What can I do? With what do I struggle?
b. BE TRANSPARENT. We can’t do it all and shouldn’t let problem people make us pretend we can. If c. BE INNER DIRECTED. As pastors we should have a fairly clear idea of what we hope to accomplish. |
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In Chapter 16, p. 201, the author presents three contrasts in the ways natives and newcomers are different. List and explain these contrasts.
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a. Expectations about change - natives want to preserve the status quo, newcomers open to changing it.
b. orientation toward institutions - natives tend to support them, newcomers less attached to them c. place within social groupings - natives, already on the inside, enjoy a network of friends, family, etc. newcomers have to break in from the outside. |
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In chapter 17, pp. 205-206, the author states, “Historically, several schools of thought have attempted to describe the purpose and process of supervision. One approach is to identify the central question and definition of success that characterize supervision.” Name and briefly describe three of the seven listed by the author.
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a. supervision as position - success is seen as establishing and enforcing a chain of command.
b. supervision as power - defines success by guarding and granting access to resources. c. supervision as personality - gauges success by personal charisma and influence |
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In chapter 19, pp. 236-37, the author states that “Three areas stand out as particularly important when screening potential ministry and program staff.” List and briefly describe those three areas
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a. Character Qualities: - Do integrity, humility, responsibility and flexibility characterize them?
b. Passion: - Evidence of motivation and passion that indicate calling to ministry c. Skills and Knowledge: - Theologically grounded, with sufficient people, administrative and “platform” skills |
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In Chapter 1, p. 4-5, the author states that “as ministers we are responsible for helping all the priests (that is, the people of God) do their priestly work” in ten fundamental roles which he lists on p. 5. Name and define five of those ten roles.
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a. Proclaimers - announcers sounding the essence of Jesus’ gospel (Mark 1:15)
b. Prophets - relate God’s council with compassion and boldness (Jer 23:18, 22) c. Disciples - called to make disciples (Matt 28:19) who can make disciples. d. Managers - of God’s household (1 Tim 3:4-5) making people accountable. e. Soldiers - in the God’s army, standing against the enemy (2 Cor 2:11) |
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In Chapter 1, p. 8, the author states in Forms of Accountability, “Other times we chafe because we sense something other than loving guidance is being offered. Here are four questions to help determine the legitimacy of the accountability being offered.” They are:
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1. Are people holding me accountable for their personal expectations?
2. Are they trying to control me? 3. Are they nit picking? 4. Do they have a critical spirit? |
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In Chapter 1, p. 6-7, the author states there are “four points to the compass that can help us successfully navigate the sometimes rough waters between our public worlds and our private lives.” They are:
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Go west young pastor - work hard
Realize the sun will rise in the east tomorrow - set boundaries Head south for the border - take time to play Remember the arrow always points north - look first to your calling |
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In Chapter 2, p. 16-17, the author lists four “Biblical Requirements of Leaders”. List those four qualifications in summary form.
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a. Commitment – Leaders must be committed to Jesus Christ as Savior and Lord, and have a passion to know and obey him.
b. Conviction – Leaders must have biblically informed convictions about who God is, who humans are, history, the church, and the meaning of Jesus death and resurrection. c. Competency – Leaders know the scriptures and be able to guide others through them. They must know their gifts, have relational skills, and exhibit godly relationships. d. Character – Leaders must be moving towards greater Christ-likeness, exhibiting the fruit of the spirit, dying to love of money and manipulation, and be faithful to their spouse. |
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In Chapter 12, p. 136-137, the author suggests four methods to get to know the congregation on a deeper level during the first year. They are:
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a. Declare a Moratorium on Change – Change nothing in the first year, but listen, observe and build trust.
b. Write a Booklet – Write the congregation a booklet about ourselves and concept of ministry. c. Invite People Over – Have the congregation to your house in small groups and have them share about themselves and hopes for the church. d. See Parishioners at Work – Ask parishioners to invite us to their place of work in order to get to know them better. |
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In Chapter 15, p. 178-179, the author presents four leadership styles. List and define them.
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a. Autocratic – Good primary leaders, dominant style, task oriented, quick decision makers, risk offending people in the process.
b. Democratic – Enjoy working in teams, motivating people, listen well, prefer to make the final decisions. c. Participatory – Patient, good listeners, loyal, focused, cooperative, best serving under a primary leader, resist change. d. Bureaucratic –analytical, attention to standards, focus on details, thorough, best serving under a primary leader |
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In chapter 20, pp. 245-246, the author states, “Blanchard sees four different leadership styles. . . which should be used according to workers’ competence and confidence.” The instructor also presented these four styles in a lecture. Name and briefly describe these four styles.
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a. Direction – for new hires with little to no experience. The leader should give worker detailed instructions and basically lead the ministry through the worker. Stage should last apx a year.
b. Coaching – joint venture between coach and worker. Coach accepts worker’s ideas but still adds his own. Coach provides praise and affirmation, redirection and correction. Usually lasts apx a year. c. Support - worker sets his own agenda and priorities. Coach provides emotional support and encouragement. Worker knows what to do but needs to know someone is backing him. The leader is the worker’s cheerleader. d. Delegation – ministry turned over to worker who is given a long leash. Leader still stays in touch with worker about ministry but worker runs the show. |
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Chapter 22, p. 267-273, the author provides four images of ministry in order to lay the theological base for church volunteers. List and describe those four.
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a. _The servant leader (Jn 13) – image of Jesus washing disciples’ feet. Leaders in the church must carry the responsibility of serving volunteers in whatever lowly manner may be necessary.
b. _The holy priesthood ( 1 Pet 2:9) – There is no sacred / secular distinction or hierarch of vocations. We must respect the sacredness of volunteers’ weekday work. Within those callings the priesthood will minister. c. The body concept (1 Cor 12) – Each member of the body plays an essential role in its health. Individual inaction impacts group health. d. The equipping leader (Eph 4:11-16) – Leaders need to see themselves as co-laborers joining with others for the spread of the gospel. Leaders should equip the saints so they can serve in unity with competence and maturity. |
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In Chapter 22, p. 270-271, our questions can help us make the most of what we have with limited numbers of volunteers, a lack of gifted leaders or inadequate resources. Describe the four questions that can help make the most of what we have?
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a. What are we doing well? – Concentrate our resources on those things God has enabled us to do well, churches have a unique set of strengths and gifts to offer the kingdom.
b. What are our potentially fatal flaws? - A fatal flaw is a ministry deficiency that either drives people away from our church or keeps big numbers from coming in. c. Whom are we reaching? – A church will have the most success in reaching those people who best fit the profile of the average attendee of the church. d. Who else is already doing it? – If another church is already doing a ministry well, send people there for that ministry and continue with the area God has gifted your church. (no answer should be longer than 20 words in length) |
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In Chapter 22, p. 272-273, distinctions are made between spiritual gifts, natural gifts, fruit of the Spirit and roles in the church. Describe those differences in definition?
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a. Spiritual gifts: special attributes given by the Holy Spirit to every member of the body of Christ according to God’s grace for use within the context of the body.
b. natural talents: abilities possessed by every person regardless if they are a Christian, spiritual gifts are more than just souped up natural talents, they are given by God c. fruit of the Spirit: fruit is not discovered like the gifts, it is developed through the believer’s walk with God. The fruit of the Spirit helps define what a Christian is, unlike gifts which help define what a Christian does. d. Church roles: Christian practices such as having fiath or being a witness to the gospel. Different from fruit in that they involve more doing than being. Different from gifts in that they are expected of every Christian. |
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In Chapter 24, p. 290-291, the author says there are several things that can help us develop meaningful relationships with those we mentor. Name and describe those four:
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a. Create encounters – we cannot mentor unless we have contact with people, like join a small group or attend retreats
b. Fade into the relationship – we cannot just announce to someone that we are their mentor. Wwe must send signals that let a person know their life will be safe with us molding it. c. Offer regular check-ins – mentoring is rarely an intense, organized relationship, It is more of a natural interaction with people when we happen to see them. d. Fade out of the relationship – mentoring is not like a therapeutic relationship. It is more of an ongoing flexible relationship checking in with another person, possibly for the rest of life. |
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In chapter 25, p. 300-301, Hersey and Blanchard state that two factors—a volunteer’s ability and willingness—tell the pastor and/or staff member how much and what type of support workers in a ministry need. Name and describe the type of support these four need:
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a. The unable/unwilling – Can best be supported by those by having those involved in ministries stay in contact with them
b. The unable/willing – needs three kinds of support, 1) The need of formal training, 2) The need of supervised exercise, 3) The need of their willingness being reinforced by meaningful relationships c. The able/unwilling – support for this person comes from three directions, 1) The affirmation coming from those being served, 2)_The prevention of relational breakdowns, 3) Helping them to discover new ways of employing their spiritual gifts d. The able/willing – the type of support that this person needs is typically material rather than relational |
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In chapter 25, p. 301-302, the author presents four methods or styles of support that can be employed effectively with volunteers. Name and describe these four methods or styles of support volunteers need:
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a. Teach/tell – Telling the story of why volunteer service has been essential to the church and how it complies with the dictates of Scripture.
b. Encourage/ train – To encourage and train usually means giving the volunteer the chance to practice appropriate ministry skills, whether in the class-room or in tutorial or apprenticeship opportunities. c. Support/discover – help them discover their areas of giftedness, and strengthen (or rekindle) their passion for ministry d. Affirm/empower – The affirmation these people typically need is the vote of confidence granted by the pastor and the empowerment has to do with the removal of obstacles (irrelevant policies, nay-sayers, etc.) |
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In Chapter 1, p. 8-9, the author then states there are six ways in which we are legitimately accountable. Name and explain five of them.
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a. To God - It is to the Lord that we owe ultimate allegiance
b. To the members of the body – We are accountable to the Church for a number of things: leadership, pastoral care, administration, and modeling the Christian life, feeding and nurturing the congregation c. To the Church leaders - Our elders and deacons need our leadership, vision, and spiritual guidance. d. To ones family – Accountability with our famillies begins with taking a weekly Sabbath. Their support and feedback can be encouraging. e. To the community – Pastor’s of leaders of local churches, need to be accountable to the local authorities as long as it does not compromise the integrity of the gospel |
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In Chapter 1, p. 8-9, the author then states there are six ways in which we are legitimately accountable. Name and explain five of them.
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a. To God – we owe ultimate allegiance the LORD. We can only serve others if we are trying to faithfully serve Him.
b. To the members of the body – We are responsible to feed the flock and nurture God’s people. We do this by leadership, pastoral care, administration, modeling the Christian life, etc… c. To church leaders – Our elders and deacons need our leadership, vision, and spiritual guidance d. To one’s family – Accountability begins with taking a Sabbath. Ask them for help to hold us accountable. Use their support and feedback. e. To the larger church – Anti-Lone Ranger mentality; We need to consider giving time and energy to promoting cooperation among churches b/c we are not in charge of our ministries and when we think we are, conflict and division come. f. To the community – We are accountable to local authorities (as long as it doesn’t compromise the gospel) |
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In Chapter 7, p. 74-75, the author presents five questions that are essential for vocational Christian workers to ask. List and explain these five questions.
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a. What would happen if this were not done at all? (if nothing- stop it)
b. Which activities can be done by someone else just as well? (delegate) c. Am I wasting the time of my staff members? (ask other people) d. What time wasters flow from lack of a system? (recurring crisis is typically a sign of laziness) e. Am I attending an excess of meetings? (cut back) |
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In Chapter 9, p. 111-112, the author provides five basic rules to follow when “terminated” from a ministry position. List and describe those five.
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a. Be angry but do not sin- control anger
b. Negotiate the dismissal- get the maximum severance arrangement in writing c. Work on family healing- tend to the wounds d. Confront the shame- God’s grace helps overcome sense of failure e. Deal with vocational doubting- consult colleagues and friends |
