Developing a coaching culture more

Developing a Coaching Culture in Your Church We believe that the application of coaching principles can change the culture of a church. Such a change does not happen overnight, but if the leadership and the people become committed, the results can be transformative in every area of church life. Coaching in church can impact staff development, disciple development, leadership training, team formation, and Christian education. Every church is different, so the process will be unique in each congregation, but here are some things to be considered to infuse coaching into the lifeblood of the church. First, link coaching to the vision of the church. Most churches have a vision statement that attempts to articulate what the church hopes to be. How can coaching help the church to move toward that vision statement? For example, if the church’s vision statement is “Making Disciples for Christ,” then think in terms of how coaching can call out and equip members to be disciples. Second, don’t proceed without identifying a sponsor. The pastor does not have to be the sponsor, but he or she must buy into the concept and understand the importance of coaching. If the pastor has been coached or has received coaching training, he or she will have a grasp of both the process and the potential it offers. The same is true of the sponsor. Whether this is a clergy person or a lay member of the congregation, the sponsor should have been through some type of coaching program such as Disciple Development Coaching ©, been coached, and have some experience coaching others. If the church can provide for the sponsor to be coached as he or she works to implement coaching in the church, there will be more potential for success. Third, start at the top. If the staff ministers have not received training in coaching skills, start there. Help them to see ways that this approach can be applied to their ministries. The next step is to involve the key lay leadership group—deacons, elders, vestry, etc.—and build on their insights about how to implement the coaching approach to ministry in the congregation. Fourth, develop an implementation plan. If coaching is going to make an impact in your church, there must be a clear plan for recruitment, training, placement, and evaluation of coaches. There must also be an awareness of how coaching not only undergirds but forwards the church’s vision. The sponsor involves ministerial staff, lay leadership, program leaders, and ministry leaders in these tasks. Fifth, be clear about quality, standards, and responsibilities. Who will lead in the implementation of coaching in the church? What training will be expected of coaches? What are the financial resources available? What materials will be used? If the church has a counseling ministry (even short-term counseling done by ministerial staff), there must be a clear differentiation between pastoral counseling or a counseling practice and coaching. There should be a clear understanding about what matters are coachable and which concerns need counseling so that the person will be referred to the right place. Sixth, train a cadre of coaches who can use coaching concepts throughout the church. Although small successes are important, the more areas of church life that can be introduced to coaching, the quicker it will catch on. Seek to train people of all ages (including youth) and from every church program or activity. Make sure that coaching is widely used—teacher development programs, deacon orientation, disciple development, ministry team leader training--wherever you want the coaching culture to take hold. Always be aware of those who are especially gifted as coaches and enlist them as coach trainers. Seventh, encourage and use your coaches. Once they have been trained, be sure they are used and given “on the job” training. As they practice coaching others, they will discover that not only their strengths but their needs as well. You can “coach your coaches” through on-going meetings, encouragement through prayer, phone calls, e-mail and social media contacts, and impromptu “pep rallies.” Eighth, as coaching takes hold in your church, get the word out to the congregation about successes. Those whose lives have been transformed will want to tell others about the process that has blessed their lives. Find places for them to tell their stories—worship services, Sunday school classes, training events, and so forth. Ninth, establish standards of commitment and confidentiality. When you begin training coaches, know where they will be used in the life of the church and obtain a commitment for a specific period of time they will agree to serve. In most cases, confidentiality will not be an issue in coaching, but help your coaches know how to deal with coaching conversations that are moving into concerns that might merit referral to a staff minister or a professional counselor. You are not training professional coaches, so your coaches need to know when to ask for help. Tenth, incorporate evaluation strategies. No matter how well something is going, there is always room for improvement. Through on-going contact with your coaches and listening to their successes and struggles, you will discover where you need to modify and adapt to assure a healthy, sustainable coaching ministry in your church. There is tremendous potential in the membership of every church, but mobilizing people is always a challenge. As coaching principles take hold in a congregation, people will recognize their giftedness and their strengths and how they relate to the work of the Kingdom of God. This will transform both them and your church. Additional Resources: Fiona Eldridge and Dr Sabine Dembkowski, “Creating a Coaching Culture: Ten Success Factors for Bringing It to Life”, Coach the Coach, 2004. Margaret Dempsey-Colson and Brian Rehm, “Integrating Coaching Into a Church Culture . . .Peninsula Covenant Church,” Christian Coaching, July 20, 2011. Daniel Harkavy, Becoming a Coaching Leader: The Proven Strategy for Building Your Own Team of Champions. Thomas Nelson, 2007.