I have just finished teaching the Empowering Leadership course at SMBC in Sydney once again. Here is one of the summary documents we were reflecting on as part of the course.
10 Practices of Empowering Leadership
Empowering leadership arises from a conviction that mission and ministry are the tasks of the whole body of Christ and that a leader’s primary responsibility is to equip and mobilise the body for ministry. The primary question for an effective leader then is not – “how much have I achieved”? But “who have I empowered and released into ministry?”
| Element of Empowerment | Description | Questions |
| 1. Seeing the potential | Empowerment begins with the ability to see the potential in others for ministry and leadership. This is a cultivated practise; coming more naturally to some but having to be intentionally developed by others. Start with hearing a person’s story and learning their interests, values, concerns and commitments. What is their impact on others? What areas of ministry, service or leadership might they be called to? How do they see this? – How do I see this? | In whom can I currently see the potential for involvement, ministry or leadership? What potential do I see and why? Does the person also see and sense this? How do I bring this potential to the surface? |
| 2. Modelling: Exposing the person to ministry situations | Intentionally invite people to observe and participate in ministry situations; sharing information and including them in your own ministry opportunities and situations as far as appropriate. Intentionally modelling areas of ministry and leadership allow others to see how things actually happen and take some of the mystery out of ministry. | In which aspects of ministry could I appropriately involve others? Who could I invite to join me in a leadership or ministry situation in the next couple of weeks? |
| 3. Training and developing skills | Once individuals have indicated a committed interest, it is time to begin training. This can take place informally or formally, either on the job or externally if appropriate. Look carefully at the knowledge, skills and attitudes required for the kind of tasks you and they have in mind and work out the best way for these to be acquired by your emerging leaders. | What resources do I have for training? Do I need to do the training myself or can this be provided externally to the church? External training often provides new and fresh ideas. Internal training is often more in tune with roles and values. Does each of my emerging leaders have a basic training plan? |
| 4. Sharing the vision and values | At some point within the empowering process, the leader needs to clearly articulate what it is we are trying to do together (mission), where we are going together (vision) and the way we do things in this church (values). Emerging leaders catch the vision as it is shared, discussed, prayed about, observed, practised and eventually internalised. | Have I actually sat down with each emerging leader and gone through the core elements of purpose, vision and values with them? This can often be best done by working through a clear set of guidelines or a leader’s or ministry manual. Include key values and code of practice / safe ministry ethics issues as well. |
| 5. Delegating tasks and roles | Early on, individual tasks may be delegated with the authority and resources required to complete them. Later whole roles or responsibilities for ministry areas might be delegated. Include clear expectations about communication and reporting. Delegation is a central skill of empowerment but is often poorly practised. | Have I clearly delegated using the five levels of delegation and potentially even a delegation note/document so that everyone is clear about what, who, when, where, how and why these tasks or roles are delegated? Is there a clear task description? Have we agreed on a clear position or role description? |
| 6. Creating the space | Sometimes one of the most challenging aspects of empowering others is creating the space in which they can minister and lead. This may require sharing roles, tasks and positions that in some cases have been held tightly by others. Creating an environment that encourages others is vital to effective empowerment. | Is there adequate room for the person to be able to serve? Do I need to create the space in which this person is free to minister? Does this mean redefining the roles of others or of myself? |
| 7. Commissioning into ministry | Depending on the roles taken up and the nature of the ministry or leadership position, it is often worthwhile commissioning people within the church community into their roles. This gives public recognition to the roles, authorises them, and clarifies expectations within the community. | How do you commission individuals into roles within the church? |
| 8. Sponsoring, advocating and protecting | When people are beginning to minister and lead there are often mistakes, questions and misunderstandings as everyone finds their way. Emerging leaders often need a senior leader to advocate for them, particularly in relation to the expectations of people who have done the task or seen it done by others for years. | Have I been there for the person as they have been learning especially in relation to the expectations and criticisms of others? |
| 9. Supporting through supervising or mentoring | All emerging leaders need appropriate levels of support as they find their own level of ministry and leadership. Supervisory/mentoring meetings should be regular and include pastoral care, reporting, accountability and further growth and development. | What time do I give to adequate mentoring or supervision of staff/volunteers in roles? In what ways do I need to develop my supervision or mentoring skills? |
| 10. Regular proactive reviews | Every person in ministry and leadership needs a proactive formative review process. This can be included in support meetings early on, but later needs to be a simple regular process in its own right. It needs to occur at least once a year and be fairly low-key. | The best role reviews include careful input from a variety of sources (360 for senior leaders). Reviews should be low level, frequent and formative in process. Do you have a review process for key volunteers/staff? |
Tim Dyer
Johnmark.net.au
First written 2013 – last revised 2022