1-3-1-Making it Happen
Read Titus 1:5-9
Paul knew that these men chosen were to lead the churches by teaching sound doctrine, helping believers mature spiritually, and equipping them to live for Jesus Christ despite opposition.
Notice that most of the qualifications involve character, not knowledge or skill. A person’s lifestyle and relationships provide a window into his or her character. It is important to have leaders who can effectively preach God’s Word but it’s even more important to have those who can live out God’s Word and be examples for others to follow.
If you were on a search committee at church, responsible for finding people who meet these qualifications, would you fit the criteria? Why or Why not?
Of the qualities in verses 8-9, which do you desire to develop in yourself? How can your ministry help you to develop them?
Why is Titus give a list of leadership qualifications, where the emphasis is mostly on “being” and not “doing”? How do you account for the similarities to 1 Timothy 3:2-7 list?
Making Things Happen
People band together to accomplish something. Lives are the result of education, support, work, and relationships. Leadership makes use of these lives through providing definition and opportunities for the members.
In establishing the lifestyles that produce a successful operation, things have to be arranged, established, exampled, handled, and done. The majority of mistakes are made because something is taken for granted.
The key to cooperation is having all the people know what it is they are cooperating about. This requires some specifics, such as charter, purpose, requirements, dedication and attitude.
Included in the charter, should be characteristics that can be reviewed and displayed on a chart and can serve as the basis for the regular status review meetings. The first meeting should be dedicated to writing the charter.
The purpose or view describes why we want to do “it.” People “do” need a reason for doing. A statement of requirements or exactly what needs to be done. Once the requirements are understood. it is possible to determine what tools are required and what assistance is needed.
Listed should be all the tasks needed to be accomplished and committee or staff assignments. Everyone will know what his or her role is, and management can keep track of the progress. Aspects of a job will never have anything done about them unless they are spelled out.
The leader has no more important concern than helping all the people involved to reach the conclusion that they are important to the undertaking. Dedication cannot be taken for granted. It has to be arranged, nurtured, pruned and cultured. Everyone has to find a personal reason for doing the task.
People work for fulfillment, appreciation, and companionship. If people are going to be dedicated to a task, then the task has to be worthy of them and they need to feel that they are special. They must be able to feel the results of personal efforts. The charter and purpose should be provided.
The leader must make certain that attitudes are correct by conducting a continuing and well-organized process of example and teaching. New trainees require at least 1 day of basic orientation and then a week or two of reminding. This should include a detailed procedures manual.
Transmission, of course, refers to the logical communication activities conducted: meetings, newsletters, press releases, conversations, memos, letters, signs, banners, cards and all the other methods of giving a message to another person.
Reception refers to the listening part, which is what all the transmission components are suppose to excite.
Meetings should never be uninteresting. With an agenda, prepared presentations, and a planned opportunity for participation, meetings can be anticipated with pleasure. The real key is to have them when they are necessary.
Newsletters are read as long as it is interesting. Organizational Status meetings should be held monthly, for a discussion of what is going on. Memorandum’s should be written clearly. Conversations: management has to get out and get around.
In development programs the paths must be defined so that people can see where they can go. First people must know where they are now. They need reviews and consultations that let them discover their abilities and talents. They need to know how their performance compares with the performance of others.
Second, people must know how to bridge the gap between where they are now and where they want to go. They have to know about whatever it will take to bring them up to the level of competence necessary for advancement.
Nothing is more important for the leader than making certain that people who deserve appreciation receive it. Appreciation should be part of the daily character of life. It is recognition that the person is real and has an identity, within the organization.
Handling the downs
Bring the management team together and review the status.
Figure out what happened.
Figure out what must be done to overcome the problem.
Talk to outsiders that can help
Talk to the staff/volunteers
Setup weekly crises meetings for overall actions and on a daily basis for team status. Be careful about who is supposed to do what.
Re-examine the plan.
People do because they want to do. Helping them want to do is part of being a leader. There are three phases involved in getting an organization or a person to be productive: conviction, commitment, and conversion.
Conviction is the intellectual decision that something is desirable to do. Commitment occurs when we begin to get serious about something, serious enough to give some time, make some effort. Conversion is in the soul. When it happens, there never is any concern about going back to the old ways, and are enthusiastic about the new way.
How does one reach conversion? Through the experience of learning the better path.
What are the key characteristics you should look for to know whether a person is the right one for the job:
They will know who you are.
They will have goals that make sense to you.
They will ask questions in order to understand the tasks assigned.
They will not require direction after that.
They will complete their jobs properly on schedule.
They will create work.
They will not make trouble unless it is necessary.
They will be pleasant to all.
BIO:George Beauchamp Vick
George Beauchamp Vick was born in Russellville, Kentucky, the
son of a lawyer-politician. When young Beauchamp was a year
old, his father quit politics and entered Louisville Seminary
as a student pastor. As a young child, Vick assisted his ail-
ing father on pastoral visits, and the experience undoubtedly
influenced his later emphasis on the visitation program as
the key to church growth.
Vick’s first paid position was the superintendency of
the young people’s department at J. Frank Norris’s First Bap-
tist Church of Fort Worth, Texas. Under Vick’s dynamic lead-
ership, the department averaged nearly a thousand per Sunday,
and annually led First Baptist in additions.
In 1929 Vick “hit the sawdust trail” as the advance
man-song leader for evangelists Wade House and Mordecai Ham.
In 1936 Ham held a revival at the Temple Baptist Church in
Detroit, where Norris was attempting a dual-pastorate. Due to
the 1,300-mile distance involved, Norris was unable to con-
serve the results achieved during his visits, and Vick was
induced to assume the role of “general superintendent,”
which, due to Norris’s protracted absences, was tantamount to
the pastorate. He became co-pastor in 1948 and sole pastor in
For nearly 40 years, Vick led the Temple Baptist
Church to the pinnacle of influence among fundamentalists.
During that period, he also became president of the World
Fundamental Baptist Missionary Fellowship, president of the
Bible Baptist Seminary, president of Baptist Bible College,
primary founder and titular head of the Baptist Bible Fellow-
ship, leading figure in the Fundamental Baptist Congresses,
and a spiritual diplomat who most successfully bridged the
gaps between the sundry fundamentalist islands.