The Art of Leadership and Time Management – Part 2

by: VRcurator

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Do you find yourself constantly running from one issue to the next without any margin in your life?

Do you feel like you are over-committed to such a degree that the truly important things have been slipping a little?

Do you wish for a reset button and dream of starting over someplace new, just like you did last time? (How did that work out for you?)

Many times we neglect the lasting work of ministry for the instant gratification of solving a problem or being the hero. The thing is, nobody wins when church activity replaces people development. Pastors, more than anyone, must learn to be disciplined to focus, and do only what only they can do.

THE QUICK SUMMARY – Kevin Kruse, 15 Secrets Successful People Know About Time Management

What if a few new habits could dramatically increase your productivity, and even 5x or 10x in key areas? What if you could get an hour a day to read, exercise, or to spend with your family?

New York Times bestselling author, Kevin Kruse, presents the remarkable findings of his study of ultra-productive people. Based on survey research and interviews with billionaires, Olympic athletes, straight-A students, and over 200 entrepreneurs—-including Mark Cuban, Kevin Harrington, James Altucher, John Lee Dumas, Pat Flynn, Grant Cardone, and Lewis Howes – Kruse answers the question: “What are the secrets to extreme productivity?”

A SIMPLE SOLUTION

Faced with a mountain of tasks to do and things to accomplish, most of us feel immediately better when we’ve put all of these things on a “to-do list.” And, there is some value in putting things to be done on paper (or digitally stored).

But that value is practically nothing unless you find a way to act upon that thing.

Highly successful people don’t have a to-do list, but they do have a very well-kept calendar.

One of the most consistent actions you can take to get things done is to schedule time for them.

The simple act of scheduling tasks on your calendar – instead of writing them on a to-do list – will free your mind, reduce stress, and increase cognitive performance. There are several key concepts to managing your life using your calendar instead of a to-do list.

First, schedule a chunk of time for everything that is important to you; this is called “time blocking” or “time boxing.” Focus on those things that bring you closer to your goals each and every day.

Second, important items should be scheduled as early in the day as possible. As the day progresses, all kinds of things will come up, and you will find it hard to keep focused on the important things.

Third, don’t cancel goals; reschedule them if necessary. When circumstances prevent keeping an important time-block, reschedule it, keeping it as a priority.

Fourth, treat your time-blocked calendar entries as if they were appointments with your doctor; they are that important. Don’t cave in on your self-scheduled appointments; they really are important!

When you master the practice of time-blocking – using your calendar instead of your to-do list – you can literally see your life’s priorities by looking at your weekly calendar.

Kevin Kruse, 15 Secrets Successful People Know About Time Management

A NEXT STEP

Utilizing a calendar is probably second nature to you, whether a digital calendar or a print calendar, or a combination of both. Even so, review the four concepts listed above and choose to implement them as a part of a two-week experiment.

Putting these concepts into use can transform your calendar into a powerful life-guiding tool.

Using the concepts above, make an effort over the next two weeks to put them into practice in your daily calendaring. By utilizing these concepts, you are in effect designing your ideal week with your priorities.

At the end of the two-week experiment, what changes have you noticed? What changes have those closest to you noticed?

Now challenge your team toward this same effort. Begin to celebrate calendaring success and measure the increased output and impact of your efforts.

Excerpt taken from SUMS Remix 68-2, issued June 2017.

This is part of a weekly series posting content from one of the most innovative content sources in the church world: SUMS Remix Book Summaries for church leaders.

SUMS Remix takes a practical problem in the church and looks at it with three solutions; each solution is taken from a different book. Additionally, a practical action step is included with each solution.

As a church leader you get to scan relevant books based on practical tools and solutions to real ministry problems, not just by the cover of the book. Each post will have the edition number which shows the year and what number it is in the overall sequence. (SUMS Remix provides 26 issues per year, delivered every other week to your inbox). 

>> Subscribe to SUMS Remix <<

Tags: Kevin Kruse, Time Management, calendar

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3 “Check Engine” Lights for Pastors

by: Dan Reiland

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Discipleship is core to what we do as a church.

However, discipleship represents something much more than a program. Discipleship is something bigger than an institution that “organizes” a process for spiritual growth. 

We are the church, and we are disciples!

That represents a significant challenge; how to organize something in the natural realm that inherently belongs in the supernatural realm.

This is a huge subject. And, I’d like to focus on a specific slice of the discipleship arena, centering on these three questions:

• How do you as the pastor live above the warning signs?
• How do you as the pastor personally fit into a process of discipleship?
• How do you as the pastor or church staff member, develop your spiritual vitality?

One “simple” answer is, “participate in a small group.” That’s good, and can work well, but it usually ends up with the pastor (or staff member) leading the group. So now the pastor is back to leading and organizing which can lessen the personal spiritual impact.

Another solution is, “get in an accountability group.” That’s good too, but most often those groups are not designed to make intentional forward and measured progress. They are more open than structured, and usually designed to keep a check on what is happening in the present.

This reality can leave the pastor and staff of the church without an intentional spiritual growth process.

It’s often difficult to discern the level of your spiritual growth when you are professionally immersed in spiritually oriented church work.

The following are three warning signs of your personal spiritual vitality.

3 warning signs to pay attention to:

1) Past training begins to cover for lack of current freshness.

Putting a price tag on great training and experience is hard. They are truly invaluable.

But there is also a risk. That theological training and ministry experience you have as the spiritual leader may place you ahead of many in the congregation, much like a doctor knows more about medicine or a lawyer has studied the law.

However, if the doctor or lawyer relies on what they learned years ago, they will lack the necessary freshness to what is new in the field, and they can lose touch or even become irrelevant.

It’s true that scripture doesn’t change like medicine or law. But we change, culture changes, and we engage every person right where they’re at in the moment. In fact, scripture says about itself, “. . . the word of God is alive and active.” Hebrews 4:12

There is a certain “freshness” about what God is doing today that matters. Including in your personal spiritual life as a pastor.

2) Leadership responsibilities begin to choke out growth in your faith.

The ideal picture is that the larger our respective responsibilities grow, the greater our dependence upon God becomes.

However, it’s all too common that the great beauty of the church becomes more of the beast. Or, it sometimes feels that way. But I assure you, the church is a thing of amazing beauty. So, when it looks or feels like the beast, it’s time to discern why.

Part of the why is that you are intricately involved in a never-ending process of helping people grow in their faith. And the irony is that you as the pastor can end up spiritually dry.

The good squeezes out the great. It’s good to serve and minister. But it’s great to foster spiritual intimacy and pursue greater faith.

Galatians 6:9 reminds us to “not become weary in doing good.” But that can be twisted only to mean “never stop.”

When in fact what is needed most to keep you going as a spiritually healthy leader, is to take regular time out to focus on your personal spiritual growth. The very thing you help others experience, you can overlook for yourself.

3) The miraculous starts to become mundane.

When profound life change like salvation, restoring of marriages, or someone breaks free from an addiction, becomes business as usual, that’s a warning sign.

When life change seems more like an organizational success rather than a heart-stirring, moving, eternity-changing moment, that’s a warning sign.

I’ve experienced it personally. It’s not a good place to be as a spiritual leader. If it’s short-lived, it’s pretty natural and normal, but if allowed to persist it’s a bigger deal.

Every time I watch a baptism, there is a certain awe and wonder that is directly connected to the mystery of the gospel. Skill and systems are necessary, but we can never let them trump the majesty and power of God.

All of these things are part of the deeper process and the larger context of personal discipleship and spiritual growth for the pastor.

5 practical questions to help keep your personal spiritual vitality alive and well:

1. What was the last thing God said to you and when?
2. Are you quick to follow the everyday prompts of the Holy Spirit?
3. What “spiritual life” book you are currently reading that is not part of your teaching preparation?
4. Are you in community with a few believers where you are known intimately, and you can be challenged and encouraged in your faith?
5. Is your prayer life all that you want it to be right now? If not, what is preventing it from becoming all that you want it to be?

I pray this post is of great encouragement to you.

> Read more from Dan.

Tags: Dan Reiland, Spiritual vitality

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DiscipleShift Part 1: The Choice to Consume, Create, or Cultivate

by: Trevin Wax

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I recently sat down with a 20-something who asked for some advice on how to become more productive in serving the Lord. He wanted to think more deeply and live more fully, and he wondered what he could start doing to cultivate the kind of life that would bear fruit for God’s kingdom in future decades.

Reflecting on my 20s, one answer came to mind. Every day, in the free time we have available, we have the choice to consume something, to create something, or to cultivate something. The pressures of this current cultural moment push us to consume, but the need of the day is for more people to create or cultivate.

Choice Before You

At the end of a long day at work, you’re greeted with an array of options. In that moment, the easiest choice is to consume. You watch a few episodes of your favorite show on Netflix, or you kill time by killing bad guys on a video game, or you sit back and cheer for your favorite sports team. There’s nothing wrong with any of these recreational activities. We need time off from pursuing productivity and efficiency. We’re human beings, not machines.

But I think the greater temptation in our day is that we move too easily between the machine-like efficiency of the workplace to the machine-like consumption of entertainment. Over time, we develop the idea that passive consumption is what we work for and live for.

Surely we were made for more than powering through the work week so we can spend hours binge watching TV or gaming on the weekends! God has built into us a rhythm of work and rest, yes, but it is a fallacy to believe that resting is always and only consumptivein nature. Restful activity can also be spent in cultivating and creating.

Consuming, Cultivating, or Creating

Here are the differences I have in mind:

• Consuming: the passive reception of entertainment. As consumers, we spend time entertaining ourselves through television shows, movies, video games, and so on. These activities demand little of us.
• Cultivating: the intentional development of something. As cultivators, we engage in something that makes a demand of us. It can be the development of the mind through reading and study, or cultivating of a skill or hobby, or restoring a car, or playing a musical instrument, or working in the garden. These activities require mental or physical exertion as we make something of the world we’ve been given. In turn, the activities develop us.
• Creating: the invention of something that did not exist before. As creators, we leave something behind for others to enjoy and benefit from. We might compose a piece of music, write a poem or story or article, or paint a portrait.

We live in a culture that drives us toward consumption, not creation or cultivation. The result is we assume creating is work and consuming is rest. We assume that anything that demands something of us must be tiresome and strenuous. And so, in our free time, we naturally gravitate toward the activities that are easiest and most immediately gratifying. We choose distraction over development.

Enjoying the Creative and Cultivating Aspects of Life

We need a generation of young people to resist that tendency and to see through that fallacy. We are humans, not robots. We can train ourselves to enjoy the creative and cultivating aspects of life, even if they require something of us.

We can enjoy cooking as much as we enjoy the meal. We can enjoy the day’s yard work as much as we enjoy sitting on the patio on a summer evening with the smell of freshly cut grass in the air. We can enjoy planting flowers as much as we enjoy admiring them. We can enjoy writing songs as much as we enjoy singing them.

Finding joy in creating and cultivating doesn’t come naturally in a society that presses us to consume, consume, consume. The only way to escape the consumption trap is to spend your free time by choosing, again and again and again, to create or cultivate something rather than just consume.

Be Intentional

In The Tech-Wise Family, Andy Crouch describes how he sets up the furniture in his home to emphasize activities that lead toward culture-making instead of consumption. I love the intentionality behind that practice.

Now, unlike Andy, my family has a television in our living room, and we watch it. Corina and I have favorite shows. I enjoy playing games on my phone with my son. My daughter and I like to watch classic TV together. I am not against passive consumption. Entertainment can be part of a well-balanced life. All of these activities have their place.

But we need a strong dose of intentionality with how we spend our free time. How often are you cultivating or creating something? The trick is to choose cultivation or creation so often that you begin to prefer to create something rather than consume something. Once you reach that point, you’ve arrived at a place where you’re unlikely to fall into the same consumptive patterns as everybody else.

You face a choice every day, week, month, and year. To create, to cultivate, or to consume. If Christians will regularly choose the former over the latter, we’ll stand out in a world that knows only the immediate gratification of consumption. And we’ll display for the world the joy of fulfilling humanity’s purpose of cultivation, as we reflect the image of the One who made us.

> Read more from Trevin Wax.

Read Part Two here.

Tags: Consuming, Creating, Cultivating, Discipleshift, Trevin Wax

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Hack the Church Conference Room: Part One – Leading with Influence

by: VRcurator

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Do you know you are a leader, but need help growing your leadership skills?

While the phrase “natural born leader” is often used, there’s really not scientific support for this phenomenon. In reality anyone could become a leader and everyone should grow as a leader.

To become a leader is to become a learner. Leadership is not a natural gifting but a set of abilities, and like any other skill set it is to be learned and improved.

Those who have chosen to take on or accept a leadership role must own their personal responsibility for developing their leadership ability.

THE QUICK SUMMARY – Joseph Grenny, Kerry Patterson, et al, Influencer

Whether you’re a CEO, a parent, or merely a person who wants to make a difference, you probably wish you had more influence with the people in your life. But most of us stop trying to make change happen because we believe it is too difficult, if not impossible. We learn to cope rather than learning to influence.

From the bestselling authors who taught the world how to have Crucial Conversations comes the new edition of Influencer, a thought-provoking book that combines the remarkable insights of behavioral scientists and business leaders with the astonishing stories of high-powered influencers from all walks of life. You’ll be taught each and every step of the influence process–including robust strategies for making change inevitable in your personal life, your business, and your world. You’ll learn how to:

• Identify high-leverage behaviors that lead to rapid and profound change
• Apply strategies for changing both thoughts and actions
• Marshal six sources of influence to make change inevitable

Influencer takes you on a fascinating journey from San Francisco to Thailand to South Africa, where you’ll see how seemingly “insignificant” people are making incredibly significant improvements in solving problems others would think impossible. You’ll learn how savvy folks make change not only achievable and sustainable, but inevitable. You’ll discover breakthrough ways of changing the key behaviors that lead to greater safety, productivity, quality, and customer service.

No matter who you are or what you do, you’ll never learn a more valuable or important set of principles and skills. Once you tap into the power of influence, you can reach out and help others work smarter, grow faster, live, look, and feel better–and even save lives. The sky is the limit . . . for an Influencer.

A SIMPLE SOLUTION

John Maxwell, arguably one of the most respected authorities on leadership, is well known for his definition of leadership as being influence – nothing more, nothing less.

It is a good start, but it is not adequate by itself.

David Burkas, executive coach, modifies Maxwell’s definition:

Leadership is the process of influencing others to work toward a mutually desired vision.

Leaders, then, recruit and influence followers to work together to make a shared vision reality.

At the end of the day, what qualifies people to be called “leaders” is their capacity to influence others to change their behavior in order to achieve important results.

Influencers are successful because they think intentionally about their ability to help others act in unprecedentedly effective ways. They think about influencing behavior, talk about it, and practice it.

Three keys that all influencers adhere to and that you can use to your own benefit:

Focus and measure. Influencers are crystal clear about the result they are trying to achieve and are zealous about measuring it.

Find vital behaviors. Influencers focus on high-leverage behaviors that drive results. More specifically, they focus on the two or three vital actions that produce the greatest amount of change.

Engage all six sources of influence. Influencers break from the pack by overdetermining change. Where most of us apply a favorite influence tool or two to our important challenges, influencers identify all of the varied forces that are shaping the behavior they want to change and then get them working for rather than against them. And now for the really good news. According to research, by getting six different sources of influence to work in their favor, influencers increase their odds of success tenfold. The six sources are:

• Personal motivation – help them love what they hate

• Personal ability – help them do what they can’t

• Social motivation – provide encouragement

• Social ability – provide assistance

• Structural motivation – change their economy

• Structural ability – change their space

Joseph Grenny, Kerry Patterson, et al, Influencer

A NEXT STEP

Review each of the three keys above by considering the following questions.

Influence begins when you focus and measure

• Identify what you are really trying to accomplish
• Create measures that focus your attention on this goal
• Takes these measures frequently

Next, find vital behaviors

• Identify two or three behaviors that will drive the majority of your change
• Concentrate all your change efforts on these behaviors

Finally, engage all six sources of influence

• Review the six sources of influence listed above
• Which of these six sources are working against you?
• How can you turn it from a negative into a positive source of influence?

Excerpt taken from SUMS Remix 69-1, issued June 2017

This is part of a weekly series posting content from one of the most innovative content sources in the church world: SUMS Remix Book Summaries for church leaders.

SUMS Remix takes a practical problem in the church and looks at it with three solutions; each solution is taken from a different book. Additionally, a practical action step is included with each solution.

As a church leader you get to scan relevant books based on practical tools and solutions to real ministry problems, not just by the cover of the book. Each post will have the edition number which shows the year and what number it is in the overall sequence. (SUMS Remix provides 26 issues per year, delivered every other week to your inbox). 

>> Subscribe to SUMS Remix <<

Tags: Influencer, SUMS Remix

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3 Ways Your Team Struggles with Execution

by: Eric Geiger

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According to Donald Sull, Charles Sull, and Rebecca Homkes in their Harvard Business Review article titled “Why Strategy Execution Unravels,” execution suffers because people fail to collaborate horizontally. After interviewing and researching thousands of employees, researchers found that execution suffers not because teams are not aligned vertically but because they fail to work together horizontally. It is important to understand the difference.

If you are a leader or if you have a leader, the people you lead or the person you report to are in “your vertical.” Execution often does not suffer because of breakdowns in these relationships. Savvy and wise leaders learn to communicate well, to hold people accountable, to set goals, and to move people in a direction.

But more than “vertical leadership” is required. Working with people on other teams, working laterally across multiple areas, is essential in execution. According to the research, struggles with execution happen because people who need to work together across teams struggle to do so. When coordination falters, so does execution. Why do teams and leaders often struggle here? From my observation, for at least 3 reasons:

1. Lack of community

People desire to help those they trust and respect, but trust takes time to build. And if there is lack of community across teams, working laterally will be a challenge. A staff at a local church, for example, can quickly degenerate into a plethora of sub-ministries that share the same office space, each focused solely on his/her areas of responsibility. When the relationships are not fostered, trust is low; thus, people have a difficult time influencing others laterally.

2. Lack of care

Execution on a broad scale requires multiple people and teams carrying the burden. If execution falters, care and concern likely did not spread widely enough. If care for an initiative or project is localized only to your team, it won’t reach levels of broad adoption. For some things, this is fine, as much of the work of your team is localized to your team. But for projects or tasks or initiatives that spread across multiple areas, a lack of care across those areas will doom execution.

3. Lack of communication

Both community and care require communication. In many ways, lateral leadership is the hardest kind of leadership. You serve alongside people but don’t report to them, and they don’t report to you either. But because leadership is about influence, execution requires influencing people who do not report to you. This will not happen without communication of goals, priorities, and sequencing. If execution is faltering, lateral communication is likely faltering as well.

Peter Drucker quipped, “Plans are only good intentions unless they immediately degenerate into hard work.” The hard work of execution requires more than just you, and even more than just your team.

> Read more from Eric.

Connect with an Auxano Navigator to learn more about execution.

Tags: Eric Geiger, Execution, coordination

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Ministry Leaders: Do You Recruit People for the Task or Reproduce Leaders for the Mission?

by: Philip Nation

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As leaders, we are in the business of replacing ourselves. It would be easy to make the case that if you are not preparing someone else to take your place and/or outpace your abilities, then you are not truly leading people. Often, the desire to stay in the position of leadership comes from a “command and control” attitude. It is the kind of leadership found in The Prince by Machiavelli. It is a leadership that enlists people into your work but never releases them for any other work.

I find one of the base differences to lie in our attitude. It is the difference between recruitment versus reproduction in leadership. So ask yourself this simple question:

Am I recruiting people to do tasks or am I reproducing leaders for the mission?

Within the church, I find too many places are simply recruiting people to fill positions, do tasks, or fill a void. It is even masked in spiritual language. “We need you to step up to this volunteer position.” “Can you fill in for the next few months until we find someone who will take it long term?” “The term of service is just three years.” At times, these are necessary statements to describe positions and give expectations. However, they should be ancillary issues to the real work of reproducing leaders. As with many things, it comes down to your priorities.

In his book Organic Leadership, Neil Cole wrote, “Recruitment is a practice in subtraction – taking people from one ministry to work in another. Reproducing leaders from the harvest and for the harvest is a practice of multiplication. The end results of these two methods are as far apart as the east is from the west.” Leaders must discipline themselves to choose reproduction over recruitment. Otherwise, you will simply steal back and forth from ministries within your church… and others.

Here are five contrasts to use in testing how you are doing in this arena:

• Recruitment produces more followers. Reproduction produces more leaders.
• Recruitment provides minimalistic orientation. Reproduction provides substantial training.
• Recruitment is delegation ending in abandonment. Reproduction leads to commissioning.
• Recruitment only transfers knowledge. Reproduction is part of a robust disciple making system.
• Recruitment enlists members. Reproduction creates partners.

Recruitment is often a form of arrogance. It occurs when we back ourselves into the corner that “only I can lead the work” and “only I know how it should be done” and “only I can see where we need to go.” On a daily basis, test yourself to ensure that you are participating in the mission that is larger than yourself and has Christ as its King. When you keep a kingdom perspective, it will be easier to reproduce leaders rather than recruit followers.

Tags: Connect, Philip Nation, Reproduce, Serve, reproduce leaders, reproduction

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The Art of Leadership and Time Management – Part 1

by: VRcurator

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Do you spend more time fighting fires than making disciples?

Do you find yourself constantly running from one issue to the next without any margin in your life?

Do you feel like you are over-committed to such a degree that the truly important things have been slipping a little?

Do you wish for a reset button and dream of starting over someplace new, just like you did last time? (How did that work out for you?)

Many times we neglect the lasting work of ministry for the instant gratification of solving a problem or being the hero. The thing is, nobody wins when church activity replaces people development. Pastors, more than anyone, must learn to be disciplined to focus, and do only what only they can do.

THE QUICK SUMMARY – Time Management Magic, by Lee Cockerell

During Lee Cockerell’s career at Disney as the Senior Operating Executive of Walt Disney World Resort, he led a team of 40,000 Cast Members (employees) and was responsible for the operations of 20 resort hotels, four theme parks, two water parks and the ESPN Sports Complex.

As you can imagine, Lee had to become a time management expert, first as a means of survival and then as a way to help others make the best use of their time. The time management secrets he developed have become one of his most requested corporate training lectures and are now available to you in this tell–all book.

A SIMPLE SOLUTION

Almost everyone you encounter feels that he or she has too much to handle and not enough time to get it all done. We may have a “better” life than earlier generations, but at what price? Increased stress levels? Growing frustration?

Our lives no longer have clear boundaries. Not only does it seem that our work and personal lives are always open-ended, the two are usually intertwined.

If our lives have changed, then it stands to reason that the old models and habits used to deal with life are insufficient, and need to change as well.

Most people are not overworked…they are under-organized.

We need to figure out how to be more organized, so we can get all the urgent, vital, and important things done before it’s too late. I believe the average person can do 50 percent more than they are doing now, including all the right things, if they have an effective system for keeping their lives under control.

The number one excuse people use for not getting done what should be done is, “I did not have enough time.” It’s really nothing more than an excuse, since we all have exactly the same amount of time.

Time management is the act of controlling the events in your life.

A lot of people would reject that definition because they believe we can’t control the events in our lives, because so much of what we deal with every day springs up unexpectedly, seemingly out of nowhere.

Here are some practical tips that will give you a high level of control:

Surround yourself with great people – hire skilled people with passion for their work and a can-do attitude.

Train and educate – train your team thoroughly and educate them about every aspect of your operation, including values, philosophy, priorities, and mission.

Be crystal clear about your expectations – communicate your expectations with unambiguous clarity.

Anticipate and practice – think through all the things that can happen and practice how you will handle them.

Leave spaces in your calendar – pencil in free, uncommitted periods in your day, every day.

Do it now! – when something comes up that must be done, do it; don’t procrastinate.

Lee Cockerell, Time Management Magic

A NEXT STEP

Review Lee’s list of six practical tips listed above, and rank them from what you do best to what you do worst.

Starting at the bottom (the action that you are the worst at), make a specific effort for the next week to put that tip into practice. For example, if you don’t leave spaces in your calendar, take the time to create space each day in your calendar for the next week.

At the end of the week, take time to review the past week, and note how taking that action changed your daily routine. Was it for the better? How? Was it about the same? Did it make it worse? Ask yourself, “Is this something I need to make a regular part of my routine?”

After completing the “worst” of the six tips, go to the next one, and repeat the actions above for the next week. Repeat each one until you have completed all six.

At the end of six weeks, and having experimented with all six of the tips above, take time to review the process.

• How has your daily routine improved?
• Have others on your team noticed?
• Which of the six tips are you planning to keep and make a part of your regular routine?
• Which of the six didn’t work for you? Why?

Now repeat this exercise every six months as a reminder on the importance of organization.

Excerpt taken from SUMS Remix 68-1, issued June 2017

This is part of a weekly series posting content from one of the most innovative content sources in the church world: SUMS Remix Book Summaries for church leaders.

SUMS Remix takes a practical problem in the church and looks at it with three solutions; each solution is taken from a different book. Additionally, a practical action step is included with each solution.

As a church leader you get to scan relevant books based on practical tools and solutions to real ministry problems, not just by the cover of the book. Each post will have the edition number which shows the year and what number it is in the overall sequence. (SUMS Remix provides 26 issues per year, delivered every other week to your inbox). 

Tags: Lee Cockerell, SUMS Remix, Time Management, Time Management Magic

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