leak proof vision

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Once your vision is clear, there are three questions you’ll need to answer.

Agreeing on a clear vision helps you empower others to lead and carry out ministry.

It’s also a lot easier to get everyone pulling in the same direction if there’s agreement on what you hope to accomplish. A clear vision will:

  • Set expectations and foster unity
  • Help facilitate decision-making that impacts your future
  • Create a framework for defining ministry priorities
  • Attract talent (both volunteers and staff) and financial resources
  • Define success for your ministry

But just “making the vision plain” is not enough to keep people focused on it—or to equip a church to accomplish it.

Both your team and your people need to be reminded frequently of what the vision is and where you’re going next. This isn’t just a communications task… it has to do with how your team fundamentally operates. The communications aspect of rallying a church around your vision becomes a difficult (impossible) task if you stop after simply defining it.

Both your team and your people need to be reminded frequently of what the vision is and where you’re going next. Click To Tweet

Once your vision is clear, there are three questions you will need to answer:

1) The Strategy Question:

How will we accomplish the vision?

Churches get stuck after clarifying the vision because they never define a clear strategy for reaching it. Your vision may be the destination you see for your church, but your strategy will help you determine what action steps you’ll actually take to get there. Strategy helps you prioritize the right programs, events and ministries, and cut everything that is not in line. 

Churches get stuck after clarifying the vision because they never define a clear strategy for reaching it. Click To Tweet

2) The People Question:

Who’s on the team and what are their roles?

With a clear vision in place and core strategies outlined, you can easily identify the gaps—and excess—on your staff team. For your plans to be realized, you will need to have the right people in the right roles. Strategies fail when no one owns the action steps, or when the people who own them are ill-equipped to follow through.

Strategies fail when no one owns the action steps, or when the people who own them are ill-equipped to follow through. Click To Tweet

3) The Systems Question:

How do we streamline what we do to improve our effectiveness?

Every action plan needs a system for accountability. As your church grows, every individual ministry also needs systems to ensure people are well-cared for and the ball doesn’t get dropped. Good systems keep your strategies on track. Without them, your staff will always drift towards focusing on the urgent over the important.

Good systems keep your strategies on track. Without them, your staff will always drift towards focusing on the urgent. Click To Tweet

You’ll notice that underlying each of these components is the need to invest your time and energy into a comprehensive planning process, not just a process to define your mission or vision statement. Few churches take that next step to answer the “How?” and “Who?” questions.

And that’s one major reason vision leaks.

Interested in learning more about how to effectively define, communicate and implement the vision for your church? We’d love to partner with you and your team and you navigate this.

We help pastors clarify where God's called the church to go in the future, and how you'll get there—and then we coach you as you lead change.

Interested in learning more?

Tony Morgan

Tony is the Founder and Lead Strategist of The Unstuck Group. Started in 2009, The Unstuck Group has served 500 churches throughout the United States and several countries around the world. Previously, Tony served on the senior leadership teams of three rapidly growing churches including NewSpring Church in South Carolina. He has five published books including, The Unstuck Church, and, with Amy Anderson, he hosts The Unstuck Church Podcast which has thousands of listeners each month.

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