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How to Coach a New Bible Study Leader During the Meeting

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I’ve encouraged you to be a coach, not a lifeguard, when your apprentice begins leading Bible studies. Last week, I explained how to do this when helping the apprentice prepare for the meeting. But what does it look like to do this at the meeting itself?

John C. Baker (2013), Creative Commons

John C. Baker (2013), Creative Commons

A lifeguard looks for failure; a coach encourages success.

A lifeguard is vigilant, on edge; a coach inspires.

A lifeguard demands attention; a coach demands excellence.

A lifeguard rescues; a coach stays on the sidelines.

What does this mean for you, the coach, during the Bible study?

1. Follow the Leader

Let the apprentice decide when to make transitions (for example, from mingling to beginning the discussion). If the apprentice looks to you to signal a transition, just sit there patiently looking back. Respond quickly to the apprentice’s leadership; don’t drag your feet if you would have done it differently.

2. Plug Some Gaps

If the apprentice asks a question that meets with silence, suggest a possible answer. Don’t revert to “teaching mode”; just offer an answer to help reignite discussion. Don’t sit there like a sack of potatoes; take part just like everyone else.

3. Clarify When Necessary

If the apprentice asks a confusing question, respond respectfully with a clarifying question. “When you ask how this applies to our lives, are you asking about Jesus’ parable or the disciples’ response to it?”

4. Be Okay with Silence

Participate, but don’t dominate. If the apprentice asks a poor question, and the discussion falls flat, don’t rephrase the question or ask a different one. Let the silence sit, and let the apprentice figure out how to recover. Moments of awkward silence generate terrific coaching opportunities later when you meet to evaluate the meeting.

5. Act Normal

It’s okay if group members know you are coaching the apprentice. But they shouldn’t feel excluded, as though you and the apprentice have a secret, non-verbal code between you. Avoid too much body language or conspiratorial collusion in the corner of the room. Just act normal; you’ll have plenty of time to evaluate and instruct when you meet with the apprentice one-on-one.

If you want the apprentice to learn to lead, you must give the apprentice room to lead. Go ahead and call the plays in advance. But once it’s game time, you get to watch your team do its thing. You could be the sort of coach who shouts and gets mad during the game, but why would you want to? Better to simply let the games reveal what to work on in practice.

Don’t Apply the Bible?

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Crossway’s blog has a provocative article by David Mathis, who argues that practical application can sometimes be a red herring that distracts us from careful Bible study.

So then, is it right to think of “application” as an everyday means of God’s grace? Is this a spiritual discipline to be pursued with every Bible encounter? The answer is yes and no, depending on what we mean by application.

Good teachers have claimed that every encounter with God’s Word should include at least one specific application to our lives—some particular addition, however small, to our daily to-do list. There is a wise intention in this: pressing ourselves not just to be hearers of God’s Word, but doers. But such a simplistic approach to application overlooks the more complex nature of the Christian life—and how true and lasting change happens in a less straightforward way than we may be prone to think.

Mathis goes on to argue that Bible study doesn’t always produce specific additions to our daily to-do list. Often, it should produce astonishment at who God is, and worship. Such astonishment and worship change us on the inside. And we will see specific change on the outside after only long periods of reflective astonishment.

Mathis makes some important points, and I don’t disagree with him. However, terminology can trip us up. Mathis argues against daily “application,” which he considers a red herring, but he narrowly defines “application” to include only detailed behavioral changes. He offers the substitute of astonishment and worship as a better daily practice.

But in the process he almost replaces one kind of application (hands) for another (heart). He argues against overly ethical application (too much focus on the hands), but seems to suggest an overly pietistic application (too much focus on the heart). I humbly suggest both approaches are imbalanced; we should regularly do both. In addition, let’s not forget also to apply the Bible to our heads. Remember the application matrix, which enables us to stretch our application into every category.

So I’m happy to recommend Mathis’s article to you. But when he writes of “the red herring of Bible application,” hear him describing, not application itself, but “the problem with focusing exclusively on hands application.” Don’t ever remove “application” (hands, head, and heart) from your Bible study. And with this clarification, the article is right on target.

Check it out!

How to Help Someone Plan a Bible Study

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Studying the Bible and leading a Bible study are not the same thing. Though they’re composed of the same raw materials, the order of events makes all the difference.

When I study the Bible on my own I follow the steps (roughly) in order:

  1. Observe
  2. Interpret
    1. Ask questions
    2. Answer questions
    3. Determine the main point
  3. Connect the main point to Jesus
  4. Apply

Of course, it’s organic and cyclical. But the workflow generally moves in order through these steps (see the OIA infographic).

Workflow

Ian Ruotsala (2010), Creative Commons

But when I lead a Bible study, I arrange the same steps in a different order:

  1. Launching question introduces the main point.
  2. Opening application.
  3. Observation and interpretation questions are all mixed up.
  4. Determine the main point.
  5. Connect the main point to Jesus.
  6. Application questions.

When Bible study apprentices are ready to begin leading studies (the “You do; I help” stage of training), I make sure to help them see the difference. In our private study, we begin with a blank page. But in public teaching (including small group discussions), we begin with a nudge in the right direction. In all settings, public or private, we listen to the text and don’t presume upon it. And as leaders, we can help group members also to listen carefully to the text.

So when I meet with an apprentice to prepare the next Bible study, I have a few goals. The preparation meeting usually follows this agenda:

  1. Study the passage together and reach agreement about its main point.
  2. Come up with specific applications for ourselves.
  3. Come up with some application questions for the group.
  4. List a few observation and interpretation questions that will help the group reach the main point.
  5. Craft a strong launching question that will plant the seeds of the main point in the study’s opening minutes.

By the end of the meeting, I want the apprentice to have enough material to create a set of leader’s notes. I offer much direction to make this happen. But after doing this for a few months, the workflow passes through a series of phases:

Phase 1 (should have happened by now): I create the leader’s notes, but we meet to discuss them before the study.

Phase 2: Apprentice and I meet to create the leader’s notes together.

Phase 3: Apprentice creates the leader’s notes without me, but then we meet to discuss them.

Phase 4: Apprentice creates the leader’s notes without me, but emails them to me for feedback before the study. In this phase, my regular meeting with the apprentice focuses on shepherding the people (discussing how they’re doing, next steps, etc.).

Phase 5: Apprentice leads the study, and I never see the notes. I now give feedback on the study itself, only after the fact.

The point here is for the apprentice to have a steady increase in responsibility, along with a steady decrease in oversight. The details may look different for each person, but the key is to keep moving forward. And this movement should be gradual. If you go right from Phase 1 to Phase 5, most apprentices will feel abandoned and disheartened.

As the apprentice masters each phase of responsibility, we move into the next one. Such visible progress inspires and builds trust.

Help With Teaching Through a Book

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I’ve been digging a podcast from The Gospel Coalition called “Help Me Teach the Bible.” In this podcast, Nancy Guthrie interviews proven Bible teachers who have expertise in a particular book of the Bible. The interview’s goal is to help other Bible teachers to teach through that book.

Because each podcast episode typically focuses on one book of the Bible, you don’t have to listen to every episode to find something you want to hear about. I’ve been jumping around, listening to episodes on books I’m studying: Mark, Ephesians, Daniel, Job.

I’ve been impressed, and I’ll be checking this resource when I get ready to study a new book of the Bible.

Check it out!

Passing the Leadership Baton

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As you raise up a new Bible study leader, the time will come for you to enter the third stage of training: You do, I help. At this point, you hand over the meeting’s leadership and let the apprentice have at it. Because your apprentice has demonstrated much faithfulness and readiness to advance, you may be tempted to jump too quickly to the fourth stage (You do, I watch). Or, you might suddenly feel greater fear of failure and be tempted to clamp back down.

noheadlights (2012), Creative Commons

noheadlights (2012), Creative Commons

So this transition needs some delicacy as you hold competing values in tension.

1. Take risks, but don’t be foolish

Face it: You don’t know how the apprentice will do. That’s okay, and that’s the risk of training. It would be simpler to continue leading yourself, but you know it’s not worth it. Handing over leadership is scary and relieving at the same time, so we should prepare for the risk.

However, we’re not jumping off a cliff, blind-folded. If the apprentice is not ready, don’t do it. If a moral failure or clear incompetence comes to light, deal with it. Riskiness may sometimes feel like idiocy, but the two are as different as Jacob and Esau.

2. Be present, but don’t take over

You’re not turning the whole thing over just yet; your apprentice needs you to continue attending the meetings. And as you attend, people will still see you as the leader. And when people see you as the leader, they’ll continue treating you as the leader. And when they treat you as the leader, you’ll fall back into that role like a recovering alcoholic in a liquor store.

You must resist this urge. If someone directs a question at you, deflect it over to the apprentice. As people make eye contact with you, turn your gaze toward the apprentice. Don’t make too many suggestions, even if the apprentice clearly misses what to do next.

Don’t be awkward, of course. You should take part in the discussion just as much as anyone else. Just as much, that is, and no more.

3. Empower, but don’t enable

Make sure the apprentice knows who is holding the baton. Clarify your role: That you will take part in the discussion, but you won’t set the direction. The apprentice has real authority to conduct this orchestra. The apprentice may make different choices than you have made with this group. The apprentice will receive credit for the orchestra’s performance. And the apprentice will be held responsible for anything out of tune.

And if the apprentice offends everyone in the room with an unforeseen lack of discernment, don’t make excuses in the name of delegation. Deal with issues as they arise.

4. Plan and evaluate, but don’t execute

Continue meeting with the apprentice to discuss each meeting. Evaluate the last one, and plan for the next one. Clarify the goals for each meeting, and possibly for each group member. Study the next Bible passage together to develop a main point and some possible applications.

But then let the apprentice pull it off. Be a coach, not a lifeguard. You might call the plays, but you’re not allowed on the field. You can’t jump in for the rescue when things go wrong.

In short, if you keep your grip while passing the baton, you’ll never finish the race.

Loving Leviticus

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Aaron Armstrong has a short piece about how he’s “Learning to Love Leviticus.” He’s found a new appreciation for all the ceremonial details in light of the claim of Hebrews that Jesus is better.

Jesus is different—as the spotless sacrifice and the sinless priest, “He doesn’t need to offer sacrifices every day, as high priests do—first for their own sins, then for those of the people. He did this once for all when He offered Himself” (Hebrews 7:27). That’s the real secret of loving Leviticus—recognizing that it is a book full of hope for those redeemed by Christ’s death and resurrection.

Check it out!

When to Suspend an Apprentice’s Training

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Though Canaan would later hold about 2 million Israelites, Abraham released Lot, his heir and protege, on the younger man’s excuse that “the land could not support both of them” (Gen 13:5-6).1

The prophet Elisha sent his servant Gehazi out of his presence (2 Kings 5:27). Paul chose rather to split from his partner Barnabas than continue training John Mark (Acts 15:37-40). And though Jesus trained many disciples, there were also many he could not or would not train (Luke 9:57-62, Mark 5:18-20, 10:21-22, John 6:66).

I confess it’s not a pleasant topic, but it’s one we must grapple with. Not all apprentices will complete their training and lead their own Bible studies. Some will pull themselves out of the training, and others will need to be pulled out. How do leaders make such decisions?

John Douglas (2008), Creative Commons

John Douglas (2008), Creative Commons

Clear Guidance from Jesus

In the Sermon on the Mount, Jesus spoke to his disciples—within earshot of the crowds (Matt 5:1-2)—about what sort of people make up the citizenry of the kingdom of heaven (Matt 5:3, 10, 20, etc.). After explaining how such citizens can perfectly fulfill the law (Matt 5:17-48), find reward from their Father in heaven (Matt 6:1-18), and treasure this kingdom above all else (Matt 6:19-34), Jesus ends on a sober note.

Not content merely to define the kingdom’s citizens, he wants those citizens to be able to identify those who look like kingdom citizens but truly are not (Matt 7:1-6). Brothers and dogs are not the same species, and they require different tactics. In fact, Jesus urges his disciples to ask for discernment to see the difference between the two (Matt 7:7-12).

Then, assuming they do in fact want this discernment, Jesus concludes his sermon with a series of contrasts meant to sharpen the distinction (Matt 7:13-27). These contrasts will help us decide when to suspend an apprentice’s training.

Please note: I am not suggesting that every apprentice who drops out—or must be kicked out—of Bible study training is necessarily a dog, an outsider to Christ’s kingdom. For example, John Mark eventually turned around and became useful to Paul for ministry (2 Tim 4:11). And some who rejected Jesus later believed (John 7:5, 1 Cor 9:5, James 1:1, Jude 1:1).

I am merely suggesting that if someone currently shows the signs that one outside the kingdom would show, you may want to reconsider whether further leadership training is a good investment. You may honor the Lord by giving this person time to grow, and by finding someone else heading in the same direction you are.

What to Expect

Jesus’ first contrast has mostly to do with expectations (Matt 7:13-14):

Enter by the narrow gate. For the gate is wide and the way is easy that leads to destruction, and those who enter by it are many. For the gate is narrow and the way is hard that leads to life, and those who find it are few.

As you train new leaders, remember that few find the way to life. Many—even among those who confess Jesus as Lord (Matt 7:21)—keep themselves on the wide, easy way, the one with destruction, not life, at its end.

So set your expectations appropriately. Many people you meet will not be interested in Jesus. Many people interested in Jesus will not be interested in Bible study. Many people interested in Bible study will not make good leadership candidates. And not many leadership candidates will become good leaders.

It’s a sad fact of life on a fallen planet. But knowing this fact, you’ll be more effective as a trainer. When you find the right people, you will go farther faster than if you keep dragging the wrong people along with you.

Test #1: Bearing Fruit

Jesus’ second contrast tells us what to look for (Matt 7:15-23):

Beware of false prophets, who come to you in sheep’s clothing but inwardly are ravenous wolves. You will recognize them by their fruits…Thus you will recognize them by their fruits. Not everyone who says to me ‘Lord, Lord,’ will enter the kingdom of heaven…

When training your apprentices, look for fruit. And in particular, the fruit you’re looking for is not merely a confession of Christ (Matt 7:21). False prophets will look just like sheep: attending, serving, listening, learning, engaging with the community. The fruit is also not ministry success.  Some false prophets will claim to speak in God’s name. Some will cast out demons and truly help people. Others will do many mighty works in Jesus’ name (Matt 7:22).

But the only fruit that matters is the fruit of doing the Father’s will (Matt 7:21). And Jesus already made clear: The Father’s will has to do with character: spiritual poverty, mourning, meekness, thirsting for righteousness, mercy, purity, peacemaking, endurance (Matt 5:3-12).

Test #2: Hearing and Doing

Jesus’ final contrast has to do with openness to instruction (Matt 7:24-27):

Everyone then who hears these words of mine and does them will be like a wise man who built his house on the rock…And everyone who hears these words of mine and does not do them will be like a foolish man who built his house on the sand…

As you train your apprentices, you will instruct them. And I hope you instruct them with Jesus’ words from Scripture. As you do, pay attention to how the apprentices respond.

If they regularly argue with you or fight the instruction, watch out. If they blame people in the group for their mistakes, watch out. If they make excuses for everything you bring up, watch out. If they withdraw, get touchy, or are difficult to approach—watch out. If they point out everything you’ve done wrong, listen and learn. And then watch out.

But if they take the instruction to heart and do it—you’ve found something rare and precious.

Two gates, two fruit trees, and two builders. These three contrasts will help you know whether to suspend an apprentice’s training or continue moving forward.

————

1 Some may object that I’m quoting the narrator and not Lot. Yet I would argue from the flow of the story that, on this point, the narrator tells the tale from Lot’s perspective and not as an objective observer.

David Murray’s Collection of Bible Study Resources

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Professor David Murray has collected a long list of resources to help people study the Bible better. He includes scholarly resources for studying Hebrew and Greek, but he also lists many resources useful to the average Christian learning to study the text.

I haven’t read everything here, but I did appreciate the articles about word study mistakes and women weeping over diagrammed sentences.

Check it out!

5 Signs They’re Ready to Lead

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As you train a new Bible study leader, how do you know when the person is ready to start leading? When should you move an apprentice from the “I do, you help” to the “You do, I help” stage of training? If we advance people too quickly, they may burn out and give up. If we move them too slowly, the training could become stagnant and lifeless. What are the signs of a good balance?

1. When they ask for more

Jim Gillooly/PEI (2008), Creative Commons

Jim Gillooly/PEI (2008), Creative Commons

I made this point when I wrote of the prior transition between stages, and I repeat it now. High commitment + low motivation = small chance of long-term perseverance. But when your apprentice is motivated to take more responsibility, it’s worth it to consider giving it.

2. When they can communicate God’s word

By “communicate,” I mean more than “teach.” Of course they should be able to study the word and teach its main points. But potential leaders should also live out the word and habitually apply it to themselves. They handle the word well and allow it to handle them. Because Jesus said those who abide in his word show themselves his true disciples (John 8:31), this expectation marks a baseline for those who also want to make disciples.

3. When they have deep compassion for the people in the group

Jesus gave more signs of true disciples, one of which is love for one another (John 13:35). Jesus spoke and served out of deep compassion (Mark 6:34, 8:2), and his undershepherds are similarly motivated (1 Thess 2:8, 2:17-3:13). Is your apprentice driven more by the flock’s needs than by personal gain? Does the apprentice want a platform from which to speak, or is there an observable propensity to listen? Do group members trust the apprentice to have their best interests at heart?

4. When they have made sacrifices for the group and its members

If discipleship is costly (Luke 14:25-33), ministry is even more so. Those who will lead people must invest themselves in those people. Your apprentice prepares for leadership by making regular sacrifices for others, such as helping you to lead, coordinating activities, or getting together with group members outside the regular meeting. If you see these sacrifices taking place, without resentment or complaining, your apprentice may be ready to lead.

5. When group members trust them enough to follow them

Jesus’ final sign of true discipleship—bearing much fruit (John 15:8)—can be controversial, because we’re not sure how to hold people accountable to something over which they have no control. Even the best leaders can face widespread rejection and seasons of wilderness; they might have no control over people’s responses to their leadership. Just think of Moses (Exodus 2:11-15, 3:1), Elijah (1 Kings 19:1-18), and Paul (2 Tim 1:15). We can even think of Jesus himself (Mark 14:50, 15:34)—the one who could have controlled responses if he wanted to.

And yet we consider each of these leaders a hero. Though they experienced seasons of anguish, loneliness, and death, those seeds eventually sprouted into abundant fruit (John 12:24-26). That’s why the New Testament expects leadership candidates to experience seasons of testing (1 Tim 3:10) and accountability to things they can’t ultimately control (1 Tim 3:4-7).

Be ready to take risks on people who aren’t yet perfect. But also maintain high standards, and look for evidence of effective leadership. Look for the fruit of trusting, eager followers.