Do You Understand How People REALLY Use the Web?

Does it feel like you are working for your website, instead of the other way around?

“If you’re not found in a Google search for churches in your area, you don’t exist to people moving into town.” That quote, by church planter and editor Brandon Cox may be a painful truth to you, but it is a truth nevertheless.

The importance of a well thought out and designed website cannot be overstated. Today’s rapidly changing patterns of communication are founded within the digital world, and are only increasing in importance. Last year, the number of networked devices in the world DOUBLED the global population.

It is vitally important that you understand the way your viewers are viewing and using your website. 

THE QUICK SUMMARY – Don’t Make Me Think, Steve Krug

Since Don’t Make Me Think was first published in 2000, hundreds of thousands of Web designers and developers have relied on usability guru Steve Krug’s guide to help them understand the principles of intuitive navigation and information design. Witty, commonsensical, and eminently practical, it’s one of the best-loved and most recommended books on the subject.

Now Steve returns with fresh perspective to reexamine the principles that made Don’t Make Me Think a classic–with updated examples and a new chapter on mobile usability. And it’s still short, profusely illustrated…and best of all–fun to read.

If you’ve read it before, you’ll rediscover what made Don’t Make Me Think so essential to Web designers and developers around the world. If you’ve never read it, you’ll see why so many people have said it should be required reading for anyone working on websites.


According to statistics released by Intel, here is a sampling of what happens in one minute of Internet use:

  • 31,773 hours of music is played on Pandora
  • 38,194 photos are uploaded on Instagram
  • 138,889 hours of video are watched on YouTube
  • 347,222 Tweets occur on Twitter
  • 1 million searches occur on Google
  • 9 million messages are sent on Facebook

Along with other sources, that’s an estimated 1,572,877 GB of global intellectual property data transferred every minute of every day.

Now, how’s your church going to compete with that?

When it comes to websites, we’re thinking “great literature” while the user’s reality is much closer to “billboard going by at 60 miles an hour.”

What readers actually do most of the time (if we’re lucky) is glance at each new page, scan some of the text, and click on the first link that catches their interest or vaguely resembles the thing they’re looking for. There are almost always large parts of the page that they don’t even look at.

It makes sense that we picture a more rational, attentive user when we’re designing pages. It’s only natural to assume that everyone used the Web the same way we do, and – like everyone else – we tend to think that our own behavior is much more orderly and sensible than it really is.

If you want to design effective Web pages, you have to learn to live with three facts about real-world Web use:

  1. We don’t read pages. We scan them. One of the very few well-documented facts about Web use is that people tend to spend very little time reading most Web pages. Instead, we scan (or skim) them, looking for words or phrases that catch our eye.

  2. We don’t make optimal choices. We satisfice. Most of the time readers don’t scan all available options and choose the best one. Instead, they choose the first reasonable option, a strategy known as satisficing (a cross between satisfying and sufficing).

  3. We don’t figure out how things work. We muddle through. Very few people take the time to read instructions. Instead, we forge ahead and muddle through, making up our own vaguely plausible stories about what we’re doing and why it works.

Steve Krug, Don’t Make Me Think 


At your next leadership team meeting, ask your team the following three questions about your church website in one minute’s time:

  1. Are we optimized for mobile devices? Hone for the Phone

Roughly nine-in-ten American adults own a mobile phone of some kind, with mobile use continuing to rise while laptop use declines. Many people are using their phones for maps and directions. Mobile browser optimization is not a passing fad. If a guest has to go through a series of pinches, scrolls, minuscule menu drop-downs and the inevitable fat-finger related back arrow taps to get to any viewable information on their phone, they most likely already wonder about your ability to connect with them.

  1. Who is our audience? Gear for Guests. 

Somewhere around 90% of church guests visit your website before they ever set foot on your campus. And most are really just trying to figure out what time they need to wake up to get the kids ready and leave the house on time. Inversely, countless hours are spent designing and writing pages of content that the average church member does not even view, beyond last week’s sermon audio or video. It’s not a stretch to apply Pareto’s oft-used principle to the church website as well: 80% of the information on most church websites is geared for 20% of the users.

  1. Is it up to date? Check for Freshness. 

If overwhelming the guest is not enough reason to simplify your web presence, remembering that the more announcements, events, and programmatic presence your website contains, the more constant maintenance it will take to keep it current and relevant. Most likely, the only people looking at those kids ministry announcements from last month are the ones deciding if they will bring their kids there for the first time this weekend. Keep your website fresh with automated social media feeds, impacting stories of life change via video and staff-wide content ownership.

How will you make sure your church is using the next minute to communicate the greatest message of all?

Excerpt taken from SUMS Remix 40-1 published May, 2016

Part of a weekly series on 27gen, entitled Wednesday Weekly Reader

Regular daily reading of books is an important part of my life. It even extends to my vocation, where as Vision Room Curator for Auxano I am responsible for publishing SUMS Remix, a biweekly book “summary” for church leaders. I’m going to peruse back issues of both SUMS and SUMS Remix and publish excerpts each Wednesday.

Design Your Meetings for One Purpose: To Support Decisions

Do your team meetings tend to suck the wind out of you, instead of filling your sails?

There’s nothing more annoying than a meeting that goes on and on and on – except maybe a meeting that goes on and on and on AND doesn’t accomplish anything.

Many ministry teams fritter away precious time during meetings on unfocused, inconclusive discussion rather than rapid, well-informed decision making. The consequences are delayed decisions that lead to wasted resources, missed opportunities, and poor long-range planning.

Want more successful meetings?

Design your meetings for one purpose: to support decisions.

It is time to stretch your personal development and lead your church to stay focused and make timely decisions. If you are experiencing success and feeling the resulting complexity, consider implementing a three-rhythm process for effective execution.

THE QUICK SUMMARY – Read This Before Our Next Meeting, Al Pittampalli

How many times have you dreaded going to a meeting either because you viewed it as a waste of time or because you weren’t prepared?

Read This Before Our Next Meeting not only explains what’s wrong with “the meeting,” and meeting culture, but suggests how to make meetings more effective, efficient, and worthy of attending. It assesses when it’s necessary to skip the meeting and get right to work.

Read This Before Our Next Meeting is the call to action you (or your boss) need to create the organization that does the meaningful work it was created to do.


The profound tragedy of meetings is that everyone feels a benefit from calling a meeting but few of us benefit from attending.

Church leaders know in a real and visceral way that they have too many meetings, and too many of those meetings are bad! The resulting broken meeting culture is changing how teams focus, what they focus on, and most important, what decisions are made.

Ministry is a complex beast, and meetings can help tame the beast – but only meetings that insure intelligent decisions are made and to confirm that our teams are collaborating together in carrying out those decisions.

Church ministry teams don’t need standard, mediocre meetings that are all about making excuses and engaging in internal politics. It’s those types of meetings that keep leaders from doing the real ministry work they were called to do.

Traditional meetings are treated as just another form of communication. They’re just another item to be included in the same category as e-mail, memos, and phone calls. Meetings are too expensive and disruptive to justify using them for the most common types of communication, like making announcements, clarifying issues, or even gathering intelligence.

Seven Principles of the Modern Meeting

  1. The Modern Meeting convenes to support a decision that has already been made. The Modern Meeting focuses on the only two activities worth convening for: conflict and coordination.

  2. The Modern Meeting moves fast and ends on schedule. Traditional meetings seem to go on forever, with no end in sight. Strong deadlines force parties to resolve the hard decisions necessary for progress.

  3. The Modern Meeting limits the number of attendees. If you have no strong opinion, have no interest in the outcome, and are not instrumental for any coordination that needs to take place, you aren’t needed in the meeting.

  4. The Modern Meeting rejects the unprepared. The agenda should clearly state the problem, the alternatives, and the decision. It should outline exactly the sort of feedback requested, and it should end with a statement of what this meeting will deliver if it’s successful. Anything that’s not on the agenda doesn’t belong in the meeting.

  5. The Modern Meeting produces committed action plans. These plans should include at least the following: 1) What actions are we committing to? 2) Who is responsible for each action? 3) When will these actions be completed?

  6. The Modern Meeting refuses to be informational. Reading memos is mandatory. Teams must share complete thoughts that are actually worth reading and responding to – and everyone must read it all in advance.

  7. The Modern Meeting works only alongside a culture of brainstorming. These sessions are dedicated to the creation of possibilities, a place where the imagination is allowed to run free and generate a plethora of ideas, from which innovation can be born.

Al Pittampalli, Read This Before Our Next Meeting


Management genius Peter Drucker said that meetings were by definition a concession to deficient organization. Teams can either meet or work, but they can’t do both at the same time.

It’s time for your ministry team to do real work through a revised meeting structure by taking the following actions:

  • Distribute the Seven Principles of the Modern Meeting listed above and ask your team members to review and reflect on them for the purpose of supporting the decision to establish a Modern Meeting process.
  • Schedule a one-hour time in which each member of your team will prepare concerns and solutions to implementing the Modern Meeting process in ministry setting.
  • Following this meeting, develop a set of action plans to implement the Modern Meeting process for a three-month trial period.
  • Throughout the trial period, constantly reinforce progress and concerns via information shared among all team members.
  • As a part of the trial, schedule weekly brainstorming sessions to help support the Modern Meeting process (see #7 above).
  • At the conclusion of the trial period, decide and commit on following – or not following – the Modern Meeting process.

Many church leaders view meetings as a necessary evil to accomplish ministry assignments and tasks. The solution presented above demonstrates that not all meetings are necessary, and the right kind of meeting doesn’t have to be evil.

Excerpt taken from SUMS Remix 8-3 published February, 2015

Part of a weekly series on 27gen, entitled Wednesday Weekly Reader

Regular daily reading of books is an important part of my life. It even extends to my vocation, where as Vision Room Curator for Auxano I am responsible for publishing SUMS Remix, a biweekly book “summary” for church leaders. I’m going to peruse back issues of both SUMS and SUMS Remix and publish excerpts each Wednesday.

Implement a Three-Rhythm Process for Effective Execution

Is it harder to stay focused and make timely decisions the more people you reach?

Congratulations – your church has just completed its third year in a row of growth! Weekend worship attendance is growing at 20% per year; your offerings are ahead of budget; and participation in small groups has increased steadily toward your goal of 75% of worship attendance.These are only the leading indicators of a successful growth curve.

While your church may not fall exactly into one or more of those growth indicators, success is likely happening in some area of ministry.

But beware – success brings its own new problems everyday. What were once easy decisions in your church four years ago now have now become complicated, cumbersome, and confusing. Your leadership team has likely grown, and chances are, your leadership in terms of group dynamics and interpersonal communication has not kept pace.

It is time to stretch your personal development and lead your church to stay focused and make timely decisions. If you are experiencing success and feeling the resulting complexity, consider implementing a three-rhythm process for effective execution.

THE QUICK SUMMARY – Rhythm, by Patrick Thean

All growing companies encounter ceilings of complexity, usually when they hit certain employee or revenue milestones. In order to burst through ceiling after ceiling and innovate with growth, a company must develop a reliable system that prompts leaders to be proactive and pivot when the need arises.

Drawing on his experience as a successful serial entrepreneurial and speaker, Rhythm author Patrick Thean demonstrates how to identify the signs of setbacks before they occur, track those signs, and make adjustments to keep your plan on track and accelerate growth. Thean introduces a simple system to empower everyone in your company to be focused, aligned, and accountable–a three-rhythm process for effective execution.


A church with a successful growth pattern soon realizes how difficult of a task it is to keep everything balanced.

What if the pursuit of “balance” was the wrong choice?

Take a look around you in the natural world – do you see balance? Life is not static, linear,
or uniform. It moves, oscillates, vibrates, and pulsates. From different seasons that seem to come early (or begin late) to weather that is unpredictable to a backyard garden that one year is bountiful and the next sparse, nature doesn’t follow a balanced ow but instead moves in rhythms.

Paul, with the inspired wisdom of our Creator, called the church a “body” – a living organization. A growing, healthy church will find ways to harmonize with created and providential rhythms. Churches, like all organisms and organizations, develop through stages, experience seasons, and live in the cycles of creation.These cycles may last just a few weeks – or may extend into many years.

As pastor Bruce Miller said, “We can learn how to dance church to the God-shaped rhythms of life.”

The right rhythms give you focus, alignment, and accountability.

Rhythms help organizations continually identify the right things to review and discuss in order to stay focused on the future and avoid being blindsided. Once discovered, rhythms can help propel you forward, past ceiling after ceiling of complexity.

Think Rhythm: A rhythm of strategic thinking to create focus for the future of your organization.

Plan Rhythm: A rhythm of execution planning to let all teams and individuals know what they are supposed to be doing.

Do Rhythm: A rhythm of doing the work to keep the plan on track.

The best thing about having Think, Plan, and Do Rhythms is that they make you and your organization continuously ready to deal with ceilings of complexity when you meet them. When you hit a ceiling of complexity, you should not have to start up new processes and new habits to help your teams deal with change. In fact, making smart adjustments in your organization as a part of the three rhythms helps you avoid hitting those ceilings completely. Your rhythms should ensure that your teams are ready to respond, learn, and improve as you grow.

– Patrick Thean, Rhythm


Rhythm is a process, not an event. It takes time to improve in small steps. Utilizing the Think, Plan, and Do Rhythms will help your team become focused, aligned, and accountable.

Apply the concepts of Rhythm to your organization by practicing these following actions:

Think Rhythm Actions

  1. Make “think time” a priority in your personal schedule, and lead your team in monthly, quarterly, and annual “think” sessions.
  2. Be proactive about scheduling time to work on the strategy and continued growth of your organization by scheduling a monthly lunch meeting with your team and focusing only on strategy.
  3. Spend time refining and communicating the core strategy of your organization so ministry teams can make the right execution decisions with purpose.

Plan Rhythm Actions

  1. Separate execution planning from strategic thinking. Execution planning is figuring out how you will get your ministry initiatives accomplished to move your church forward steadily, month after month, year after year. 
  2. Create an annual plan that is both inspiring and practical – one that people connect to with their hearts and their heads.


Do Rhythm Actions

  1. To make sure that planning becomes doing, spend 30 minutes each week reviewing the week that just ended and setting your priorities for the coming week. Model this for the rest of your team.
  2. Use the collective intelligence of your team to encourage members to share when they are stuck or off track early, allowing everyone to contribute possible solutions and adjustments.
  3. Utilize two types of adjustments: corrective actions for goals not met or falling behind; and scaling the bright spots – actions that are working well – across the entire organization.

Don’t be discouraged by your success – as Auxano Founder Will Mancini writes in Church Unique:

Every leader must contend with clarity gaps and complexity factors. Clarity gaps are the logical areas where obscurity and confusion enter the leader’s communication world. Complexity factors literally wage war against the leader’s practice of clarity by making it difficult to maintain focus. When it comes to clarity, new levels bring new devils.The higher the leader goes, the harder the leader must work to stay clear.

Excerpt taken from SUMS Remix 23-3 published September 2015

Part of a weekly series on 27gen, entitled Wednesday Weekly Reader

Regular daily reading of books is an important part of my life. It even extends to my vocation, where as Vision Room Curator for Auxano I am responsible for publishing SUMS Remix, a biweekly book “summary” for church leaders. I’m going to peruse back issues of both SUMS and SUMS Remix and publish excerpts each Wednesday.

Do You Have the Courage to Leave a Legacy?

Eulogy given at my father’s funeral, March 1, 2012. I usually repost it every day on his birthday, August 9. This year, a Facebook post sent to me by my wife and daughter reminded me of one of my dad’s favorite things to do for kids – so here it is again in his memory.

During the past few days I have been reminded in powerful ways that even though you may go away from a place, it’s always home.

Last night, over 750 guests came by to visit with my family. We saw friends of four years – and of four decades. Multiple generations of “customers” of my dad came by to pay their respects. From four to ninety-four, our family and friends came…

On behalf of my family, I want to thank all of you for your kind words, gestures, and acts of love.  We are humbled by your actions, and thank you for honoring the memory of my father, Doc Adams.

My memories of my father span the 54 years of my life – and each memory has a special significance. A father means one thing to a 3-year-old, another to a 13-year-old, and another to a 33-year-old. They are all special.

But today I remember my father in terms of being a grandfather. I am reminded of times with my grandfather and also how my dad played with his grandchildren.

My paternal grandfather died when I was an infant; my maternal grandfather lived in Missouri. When he moved into the small apartment next to my house during my early teenage years, I remember fishing and hunting with “Pappy.” I think that established in me what grandfathers did.

Later on, after marriage and the start of my own family, since my father was still working during my kids’ early years, trips to Grandpa’s house always included driving the mower; pumping gas at the gas station; feeding the birds; and reading books. Later when he retired and the kids were older those kinds of things expanded, but he was always reflecting a spirit of giving to others.

So here I am in 2012, finding myself a grandfather – actually, a GrandBob – twice (now, 4 times!) and it seems things are the same. The kids probably get more sugar, less sleep, and more attention than they should – but I don’t remember it permanently damaging me or my kids, so who am I to break with tradition?

The point of all this long discourse: A lot has changed in the decades of grandparenting I’ve been a part of: first as a recipient, then as an observer, and now as a practitioner. But one thing remains the same. 

Grandparents love their grandchildren, and through that love, cherish their children in a different way, as parents, and bearers of a legacy to a new generation.

That’s a legacy I cherish.

At my father’s celebration service, we showed a video clip that included him saying “I never made much money, but I made a lot of friends, and that’s what’s important.”

It reminded me of comments made by my dad when he would buy something for himself – which wasn’t very often: “I hope you don’t mind me spending your inheritance.”

When you put those two comments together, I think you have a perfect expression of what my father meant to our family – and to his church, community, and friends.

A huge difference exists between a legacy and an inheritance. Anyone can leave an inheritance. An inheritance is something you leave to your family or loved ones. A legacy is something you leave in your family and loved ones. While it hard work and success may lead to an inheritance, it takes courage through a lifetime to leave a legacy.


  • Something tangible you give to others
  • Temporarily brings them happiness
  • Eventually fades as it is spent
  • Your activity may or not may pay off


  • Something tangible you place in others
  • Permanently transforms them
  • Lives on long after you die
  • Your activity becomes achievement

What would you rather leave: an inheritance or a legacy?

I am reminded me of a quote attributed to Winston Churchill which I think reflects my father’s spirit and actions, and is backed up by the presence of hundreds at his celebration service today:

We make a living by what we get; we make a life by what we give.

Giving is very much the legacy of my father, and what I want to leave with you today.

DumDum(Family and friends leaving the celebration service were given a Dum Dum sucker.)

Your smiles in the audience tell me most of you know what this means; for those of you that don’t, it’s very simple.

Kids of all ages who came by my father’s gas station received a Dum Dum sucker from my father. It was just a simple act, but one that reverberates in my spirit to this day.

Serve people with a smile, and then give them a little extra.

Enjoy the Dum Dum or give it away.

Either is okay: keep it for comfort or a memory of Doc, or give it to someone in memory of Doc.

Give away a smile today.

That’s the legacy of Doc Adams that we all can pass on.

To Improve Your Personal Productivity, You’ve Got to Change Your Habits

Does your team need practical help with personal productivity?

You have a pretty good sense that most of your team has too much to handle and not enough time to get it done – you may not have a sense of how much you are contributing to the problem.

In our fast-paced, get-it-done-now culture, the fact is that almost everyone on your team could use some help in increasing their personal productivity. Why not show them how by modeling effectiveness in your leadership?

By its very nature ministry makes the “I’ve gotten something done today” feeling elusive. For many church leaders, there are no edges to their work – it’s not easy to tell when the work is finished, because it really never is. Most of your team have at least half a dozen things they are trying to achieve right now – today! And a pastoral need could arise at any moment to make that to-do list completely irrelevant.

Solution: Change Your Habits

THE QUICK SUMMARY – The Power of Habit, Charles Duhigg

In The Power of Habit, Pulitzer Prize–winning business reporter Charles Duhigg takes us to the thrilling edge of scientific discoveries that explain why habits exist and how they can be changed. Distilling vast amounts of information into engrossing narratives that take us from the boardrooms of Procter & Gamble to sidelines of the NFL to the front lines of the civil rights movement, Duhigg presents a whole new understanding of human nature and its potential.

At its core, The Power of Habit contains an exhilarating argument: The key to exercising regularly, losing weight, being more productive, and achieving success is understanding how habits work. As Duhigg shows, by harnessing this new science, we can transform our businesses, our communities, and our lives.


Following habits is an important part of our personal routine, whether at home, work, or play. When you get up in the morning, you go through a routine to get ready for your day. When you arrive at work, you go through a routine for the day. When you arrive at home after work, you go through a routine for the evening. When tomorrow arrives, you begin it all over again.

Most habits are benign, but even some habits you maintain – at work, for instance – can be ineffective at best and detrimental to your job at worst.

If you desire to be more productive, you need to understand more about habits – and how to change them.

Research has documented that habits are a three-step loop in our brains. First, there is a cue, a trigger that tells your brain to go into automatic mode and which habit to use. Then there is the routine, which can be physical, mental, or emotional. Finally, there is a reward, which helps your brain figure out if this particular loop is worth remembering for the future.

Over time, this loop – cue, routine, reward – becomes more and more automatic. You become locked in to the habits to the point that you no longer think about it. When a habit emerges, the brain stops fully participating in decision-making. It stops working so hard, or diverts focus to other tasks.

While many of your habits are positive and productive, there are probably a few or more that could be improved. The problem is, habits are hard to change.

Unless you deliberately fight a habit – unless you find new routines – the pattern will unfold automatically.

Changing a habit might not be fast and it isn’t always easy. But with time and effort, almost any habit can be reshaped.

Here’s the framework for changing habits:

  • Identify the routine
  • Experiment with rewards
  • Isolate the cue
  • Have a plan

Step One: Identify the Routine

Researchers at MIT discovered a simple, neurological loop at the core of every habit, a loop that consists of three parts: a cue, a routine, and a reward. To understand your own habits, you need to identify the components of your loops. Once you have diagnosed the habit loop of a particular behavior, you can look for ways to supplant old vices with new routines. The first step is to identify the routine – the behavior you want to change.

Step Two – Experiment with Rewards

Rewards are powerful because they satisfy cravings. But we’re often not conscious of the craving that drives our behaviors. Most cravings are obvious in retrospect, but incredibly hard to see when we are under their sway. To figure out which cravings are driving particular habits, it’s useful to experiment with different rewards. By experimenting with different rewards, you can isolate what you are actually craving.

Step Three: Isolate the Cue

To identify a cue, identify categories of behaviors ahead of time to scrutinize in order to see patterns. Experiments have shown that almost all habitual cues fit into one of five categories:

  • Location
  • Time
  • Emotional state
  • Other people
  • Immediately preceding action

Step Four: Have a Plan

Once you’ve figured out your habit loop – you’ve identified the reward driving your behavior, the cue triggering it, and the routine itself – you can begin to shift the behavior. You can change to a better routine by planning for the cue and choosing a behavior that delivers the reward you are craving.

– Charles Duhigg, The Power of Habit


Set aside two hours to examine your typical ministry weekday schedule. Identify at least three habits in your schedule that are not effective in helping you be as effective for the gospel as you could be. Of the three, choose the one habit that, if changed, will benefit you the most.

Using Steps Two – Four from the framework above, begin the process of changing that habit. Follow each of the steps, spending time each day for two weeks on building personal effectiveness into this part of your schedule.

After two weeks of your experiment in modifying the change of habit, evaluate your progress with the following questions:

  • How easy was it to first identify habits that needed to be changed and then select just one?
  • How many rewards did you experiment with changing? What was the key to finding the most successful one?
  • How easy was it to isolate the cue among all the noise of your daily activity? Which of the five categories was the clear leader in the cue?
  • How easy was it for you to begin making choices again in changing your behavior?

Make a calendar reminder for three months to determine if you are still following your changed habit. Once you feel some momentum, lead your team to walk through this process.

Becoming effective in your own work habits will serve as both an inspiration and guide for your team. By demonstrating an effective, balanced role model, you are leading your team to effectiveness of vision, not just managing their output of activity.

Excerpt taken from SUMS Remix 16-1, published June 2015

Part of a weekly series on 27gen, entitled Wednesday Weekly Reader

Regular daily reading of books is an important part of my life. It even extends to my vocation, where as Vision Room Curator for Auxano I am responsible for publishing SUMS Remix, a biweekly book “summary” for church leaders. I’m going to peruse back issues of both SUMS and SUMS Remix and publish excerpts each Wednesday.

Strive for One-Kingdom Living

Is your congregation stuck seeing generosity as what they cannot give rather than why or how they give?

Generosity is a way of living that involves one’s daily activities, values, and goals for life, and the use of all possessions. It begins with recognition of God as Creator of all things, and our position as steward of some things.

As stewards, we are in charge of the possessions God has given us – an authority that is real, but secondary to God’s ultimate ownership.

When we get these two ownerships mixed up, problems follow.

Solution: Strive for One Kingdom Living


THE QUICK SUMMARY – Development 101, by John R. Frank and R. Scott Rodin

In our 60 years of combined experience with faith-based non-profits we have seen a lack of a comprehensive, biblically based, fundamentally sound, development strategy.

We see at least four main reasons for this situation. First, far too few ministries have taken the time to think through and create a theology of development that serves as a rule and guide for all of their work in raising kingdom resources. The result is that the demands for money, rather than Scripture, dictate the techniques used for fundraising. Second, many organizations set unrealistic goals and expectations for their development team. When they are not reached, the ministry makes a change and tries again. Third, we see a serious lack of integration in development work. Ministries take a shotgun approach, trying all sorts of different ways to reach income goals, but far too seldom take a comprehensive, strategic approach that serves the giving partners not just the organization. Finally, we experience consistent misunderstanding and confusion over the board’s role in development work, compounded by an inability by the board to develop metrics for measuring effectiveness and success in raising funds based on kingdom principles.

This book is our attempt to address these concerns and provide development professionals with a tool that can help them build robust, God-honoring development programs.


Generosity success is 100% impossible without embracing this valuable principle: God owns everything. We are stewards of a small few things that God owns. God owns your life, your salvation, your uniqueness, your calling, your job, your body, your car, your bank account, your cash, and your television.

It is God’s responsibility to provide for you, your church and family, not your responsibility. Your responsibility is to release ownership and be an obedient steward.

We were created to be one-kingdom people. That is, God created and redeemed us to be children in His kingdom where He and He alone is Lord.

 As one-kingdom people, we know that everything belongs to God, and we respond by living as faithful stewards. The problem of sin is that it tempts us to build a second kingdom where we play the lord over the things we believe we own and control. It could be said that the entire cosmic battle between good and evil is played out in this arena of two-kingdom living. When we submit to the temptation to believe we are in control of our own kingdom, we treat money as something that we ultimately own. When we do this, we cannot be faithful, generous stewards.

Jesus summed it up with razor precision: “No one can serve two masters. Either you will hate the one and love the other, or you will be devoted to the one and despise the other. You cannot serve both God and money” (Matthew 6:24).

As we go about our development work, we must realize that every one of our giving partners struggles with this two-kingdom temptation. Our work as Christian development professionals is to be used by God to help our giving partners recommit themselves to being one-kingdom people. This may sound like a huge responsibility, and indeed it is. For this reason we believe strongly that development work is ministry. Let us say that again. Rather than seeing your development work as a means for raising the resources necessary for ministry to happen, we want you to reconsider that your development work is ministry. You have a wonderful opportunity to watch God use you in powerful ways in the lives of your giving partners. Once you make this commitment, it will affect everything you do in this field: your messaging, your planning, your budgeting, your writing, your strategy, your metrics, and your prayer life.

Does your organization operate from a two-kingdom or one-kingdom worldview?

John R. Frank and Scott Rodin, Development 101: Building a Comprehensive Development Program on Biblical Values


Think of yourself as the manager of a trust. You have been given a key role and a great responsibility, so make the most of it. God Himself has trusted you with time, money, material things, and great opportunities. Your objective is to maximize the investment of all that has been put into your hands. Take some time to examine the three gauges of how you are managing God’s investment: your calendar, your bank account, and your spiritual gifts.

In light of the one-kingdom principle, how would you grade yourself in each area? What is one thing you can do in the next few weeks to better your One-Kingdom GPA one point?

In the final analysis, the hallmark of stewardship is administration not acquisition. Only by pursuing the goal of pleasing God do we find true pleasure and satisfaction for ourselves.


Because a giving God expects a giving people, the generous Christian should be a joyous giver. We give as an expression of our new nature and life in Christ.

When our focus strays from this truth, a resentful attitude will not be far behind. You serve a generous God; remember to strive for one-kingdom living.

Excerpt taken from SUMS Remix 30-1 published December 2015

Part of a weekly series on 27gen, entitled Wednesday Weekly Reader

Regular daily reading of books is an important part of my life. It even extends to my vocation, where as Vision Room Curator for Auxano I am responsible for publishing SUMS Remix, a biweekly book “summary” for church leaders. I’m going to peruse back issues of both SUMS and SUMS Remix and publish excerpts each Wednesday.

It’s Time to Elevate Your Leadership Game

How do you cultivate long-term commitment within your team?

Many teams today are not really teams at all – organizationally, structurally, and motivationally they are not set up to work as individual parts of a larger, unified whole. Often they reflect outdated organizational charts that have little to do with current reality. There are times when a leader realizes their team is actually a collection of individuals who are looking out for themselves. Left in this state, a team can actually become a divisive and damaging cancer to the organization.

Is it little wonder, then, that leaders seek help in cultivating commitment within their teams? The problem isn’t necessarily with the team members or leaders themselves, but what the team is being asked to do: work together without any larger sense of organizational direction or purpose.

Solution: It’s Time to Elevate Your Leadership Game


THE QUICK SUMMARY – Chess, Not Checkers, by Mark Miller

As organizations grow in volume and complexity, the demands on leadership change. The same old moves won’t cut it any more.

The early days of an organization are like checkers: a quickly played game with mostly interchangeable pieces. Everyone, the leader included, does a little bit of everything; the pace is frenetic. But as the organization expands, you can’t just keep jumping from activity to activity. You must think strategically, plan ahead, and leverage every employee’s specific talents—that’s chess. Leaders who continue to play checkers when the name of the game is chess lose.

Chess Not Checkers, by Mark Miller, delivers four essential strategies from the game of chess that will transform leadership and organizations.


In Chess Not Checkers, Mark Miller uses a business fable to demonstrate that leaders who elevate their leadership game will in turn make their teams and organizations stronger.

According to Miller, the game of chess contains four specific parallels that can inform and transform teams and organizations seeking new levels of performance. Miller uses the simplicity, repetitiveness, and reactions found in the game of checkers to set up the game of chess as in instructive lesson for leaders in any organization.

 People want to be valued; they want to be useful; they want to contribute. When you make the right moves, people show up in a whole new way.

Most of us began our leadership journey utilizing an approach with striking similarities to the game of checkers, a fun, highly reactionary game often played at a frantic pace. Any strategies we employed in this style of leadership were limited, if not rudimentary.

The game today for most leaders can be better compared to chess – a game in which strategy matters; a game in which individual pieces have unique abilities that drive unique contributions; a game in which heightened focus and a deeper level of thinking are required to win.

Bet on Leadership – Growing leaders grow organizations

  • Leadership growth precedes organizational growth
  • Capacity to grow determines capacity to lead
  • Identify emerging leaders and invest in them early
  • Strengthen your leadership team to become source of additional leadership capacity

Act as One – Alignment multiplies impact

  • Define your win
  • Get agreement from leadership team
  • Cascade and reinforce the win throughout the organization
  • Keep your organization aligned on what matters most

Win the Heart – Engagement energizes effort

  • Leverage unique capabilities of each person
  • Help people find and fulfill their dreams
  • Give people real responsibility
  • Show people you care

Excel at Execution – Greatness hinges on execution

  • Measure what matters most
  • Build your organization on systems, not personality
  • Communicate performance visually
  • Narrow your focus

Mark Miller, Chess Not Checkers 


You may have begun your leadership path using actions similar to the game of chess – basic, repetitive moves, often carried through at a fast pace with little strategy.

Today you find yourself in a whole new game – one in which strategy matters, individual pieces matter, and intense concentration and focus is required.

At your next team meeting, list the four moves developed by Mark Miller on a white board or flip-chart. For each of the four moves, start where you are – discuss how your organization defines the move. If necessary, modify the definition until your team is in agreement.

Over a period of two weeks, arrange a series of four meetings in which your team will be tackling one of the four moves at each meeting.

Discuss the three biggest challenges facing your team in the area of “Bet on Leadership.” Develop action plans to meet, and overcome each of these challenges. Set a timeline for the action plans, and report on it monthly until it is accomplished.

Discuss your organization’s missional mandate and missional marks of success in this mandate. What are the current gaps between your stated intention and the reality facing your team in the area of “Act as One”?

Ask your team members to define your organization in terms of The Lone Ranger (every man for himself) or The Three Musketeers (all for one and one for all). Brainstorm ideas that could help your team “Win the Heart” and move toward all for one.

Discuss with your team how to “Excel at Execution.” List three action steps your team will take in the next month to accomplish excellence, including who needs to do what to make your vision a reality.

While all too often teams are “teams” in name only, individual commitment to a larger whole is an integral part of the success of any organization.

By elevating their leadership game, leaders can help their teams maintain commitment and accomplish their Great Commission call.

Excerpt taken from SUMS Remix 12-2, published April 2015

Part of a weekly series on 27gen, entitled Wednesday Weekly Reader

Regular daily reading of books is an important part of my life. It even extends to my vocation, where as Vision Room Curator for Auxano I am responsible for publishing SUMS Remix, a biweekly book “summary” for church leaders. I’m going to peruse back issues of both SUMS and SUMS Remix and publish excerpts each Wednesday.