Knowable Word

Helping ordinary people learn to study the Bible

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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.

One Thing You Must Know About Meeting With Your Apprentice

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If you’d like to train someone to lead a Bible study, and you’re ready to take the risk, you might just be waiting for a post about what to actually do when you meet with your apprentice. This is your post. There is one thing you must know, and then I’ll share some specifics about how I do it.

First, what you must know: You don’t need to follow a curriculum. The most common question I receive is “What materials do you use in your ministry?” And I don’t want to sound rude, but, ahem, the Bible is enough. You don’t need workbooks or study guides to tell you what question to ask next. Writers of study guides have much to offer, but they will never know as much as you do about you, your apprentice, your situation, or the needs of your small group. So make clear goals and find whatever direction you need. But major on getting to know your apprentice, shepherding his/her character, and discussing what will most help your group.

Now, when I say “you don’t need to follow a curriculum,” please don’t hear me saying you shouldn’t use a curriculum. Sometimes it can help. Sometimes it scratches the right itch. Sometimes.

So here’s what I do with my current apprentice, Jon. The training with my last apprentice looked different, but Jon and I are still early in our relationship, getting to know each other and learning how to encourage each other. Jon and I meet about every 2 weeks, at 8:15 pm on a weeknight (after our children are in bed), for 60-75 minutes.

  1. “How was your week?”
  2. “How is your marriage (or parenting) going?” (Insert major life responsibility, or chief character aim here.)
  3. “How do you think our small group is going? What is good, and what should we work on?” (Questions 1-3 take 30-45 minutes)
  4. Discuss one chapter of Knowable Word for about 10 minutes. Then we spend 15-20 minutes practicing those skills on the passage we studied at our last small group meeting (making the principles explicit).
  5. Pray for the group and for each other.
Nathan Rupert (2008), Creative Commons

Nathan Rupert (2008), Creative Commons

This meeting is neither an interview nor a lecture, but a conversation. I inject it with as much of my personal life as possible so we can get to know each other. Because I’m not the holy Prophet descending the mountain to convey my wisdom before returning to my contemplation, the relationship goes in both directions.

After we finish Knowable Word, I’ll probably have Jon read Growth Groups by Colin Marshall. But again, the discussion will center on the need of the moment, not the next approved subject. The key is not to follow a plan, but to live life together and offer real-time coaching.

I’d love to hear what else you’ve found effective in training apprentices.

The Only Way to Learn

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Last week, Tim Challies wrote a great article called “The Hidden Beauty of a Bad Sermon.” Challies describes all the poor sermons he sat through at his church, because they were training young preachers. And Challies simply knocks it out of the park when he describes the only way a young preacher can learn to preach:

A man can read a hundred books on preaching and watch a thousand sermons on YouTube, but the only way he will really learn to preach is to preach. Sooner or later he will simply need to stand behind a pulpit, open his Bible, and launch into his introduction (assuming he remembers to actually prepare one). There are not many preachers who get away without preaching a few stinkers along the way. There are not many preachers who can become skilled without first being novices, who can grow into excellence without first being mediocre or average.

In light of my recent reflections on why it’s hard to delegate responsibility and how we need to take more risks in training ministry apprentices, I found Challies’s article timely. Though Challies singles out preachers, his comments apply equally to any teacher or Bible study leader.

Young preachers, new preachers, preach bad sermons. They preach bad sermons as they learn to preach good sermons. And in some ways, those bad sermons serve as a mark of a church’s health and strength because they prove that the church is fulfilling its mandate to raise up the next generation of preachers and the one after that. They prove that the church refuses to be so driven by a desire to display excellence that they will not risk the occasional dud. They prove that the congregation is mature enough to endure and even appreciate these first, messy attempts. There is hidden beauty, hidden value, in these bad sermons.

I wish I could quote the whole article. Check it out!

Find the Courage to Let Them Try

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Two of my daughters are 18 months apart in age. And Little Sis wants to try everything Big Sis does. Big Sis reads a book; Little Sis wants to read the same book. Big Sis plays a sport; Little Sis wants to try the same sport. Papa hurls Big Sis into the air during a playful tussle; Little Sis demands fellowship in behurlment.

Little Sis spouts her “Can I try?” mantra like a doll with a pull string, and her repetitive, invasive pushiness tempts most of her siblings past the brink of annoyance. Honestly, I’m tempted to be annoyed by it…until I remember how biblical it is.

The Risk of Dumb Ideas

The second stage of training a Bible study apprentice is “I do; you help.” In this stage, you invite the apprentice not only to watch you lead but also to lead along with you. You give the apprentice real responsibility, which is hard to do.

AlmazUK (2009), Creative Commons

AlmazUK (2009), Creative Commons

But as you let that leash out, you run the risk of the apprentice coming up with ideas. And the apprentice may want to carry out some of those ideas. And some of those ideas will be dumb.

Let’s say you are God in the flesh, and you can master the elements of nature however you see fit. You are special, and there is nobody on earth like you. Though most human leaders feel indispensable, only you truly are indispensable. You can do things nobody else can do. In fact, you must do things nobody else can do.

So you go about your business, proving you are the Son of God and preparing to die for the sin of the world. And one night, during the fourth watch, you do the impossible, striding across the sea as though it were a stage for one of your grandest pronouncements: “Take heart; it is I.”

And suddenly, from the cheap seats, a pipsqueak chirps: “Lord, if it is you, command me to come to you on the water.” Yeah, he’s your top guy. Yeah, you’re training him for leadership in great things. You’ve let him begin to help with your ministry. But he’s still a pipsqueak, and it’s still a dumb idea. Shoot it down. Now.

“Come.” (Matt 14:25-33). What?!

Find a Leader’s True Courage

My point is that none of us can out-risk Jesus. Unlike us, he would have succeeded by letting the world revolve around him. Of course, he did exactly that, after a fashion (Col 1:16-17). But unlike us, he quickly drew others in and relied on them to assist in the work. He had the courage to set them loose and let them try things.

He wouldn’t let them exact vengeance (Luke 9:51-56), and he never tolerated idleness (John 4:27, 35-38). But he constantly let them try things.

  • “You give them something to eat.”
  • “How many loaves do you have?”
  • “Go into the villages.”
  • “I will make you fishers of men.”
  • “Go and make disciples of all nations.”

Jesus knew he was in control and could turn their mistakes into something beautiful. Our hope is the same: Jesus is in control and can turn mistakes into something beautiful. His resurrection guarantees his plan to make all things new, so we don’t have to fear failure on the part of immature or inexperienced apprentices. When we believe this good news, we’ll find the courage to let them try, and occasionally fail.

How Leaders Read the Bible

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I’ve written before about how we must learn from the Bible before we’re qualified to teach it. Seminary professor Dan Doriani has similar thoughts. He writes to pastors, but his words apply equally to Bible study leaders, Sunday school teachers, and parents.

I especially appreciate the section where Doriani explains the stages of a ministry leader’s devotional life:

  1. Naive and devotional – new Christian, or new to the Bible, and excited about every word.
  2. Sophisticated and devotional – learning basic principles of Bible study, reading in context, etc.
  3. Technical – becoming an expert in language and interpretive techniques.
  4. Technical and functional – expert interpreter who considers how to communicate these truths to others.
  5. Technical and devotional – expert interpreter who considers applying these truths to himself or herself.

As we spend more time in ministry, we’ll be tempted to separate our study from our own application. We must not do this. We must keep pushing ourselves into that fifth stage.

Doriani’s article is worth reading for anyone who feels the tension between “ministry prep” Bible study time and “personal devotions” Bible study time.

Check it out!

Why It’s Hard to Delegate Responsibility

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Peter Rasmussen (2014), Creative Commons

Peter Rasmussen (2014), Creative Commons

In family life, we call them helicopter parents, because they hover close and swoop in when their wards need rescue. They keep younglings caged and well-padded. They argue over grades with college professors. They sit in on job interviews. They expect daily phone calls and pre-decision consultations.

And these “helicopter parents” run rampant also in Christian ministry. I confess: I am prone to be one of them. But by way of contrast, let me tell a few stories.

Eighteen Months

I know one guy who served the Lord in a previously unreached part of the world. This community tolerated monotheism, and some folks had been influenced by Jewish ideas. But they had never heard of Jesus or his saving work until this man arrived. His ministry got kicked out of its meeting place several times. He made a remarkable number of enemies. He was even abducted and brought before the local judge on charges of anarchy (thankfully, he was acquitted). But he stayed there for a total of 18 months, preaching and making disciples. When God called him elsewhere, he left a thriving church with regular worship services, a reputation for strong teaching, and a group of pastors and elders to shepherd them.

Did you hear that? This guy trained and launched leaders from unbelief, through conversion, and into competent shepherding in 18 months! If someone new came to my Bible study, I might not even let them lead a prayer time in 18 months. I care too much to allow such reckless indiscretion.

On-the-Job Training

Another fellow in my acquaintance focused on itinerant ministry. He gathered a few trainees about him and poured himself into them, while he hit the preaching circuit. I was amazed by his ability to turn absolutely anything into an object lesson. He coached, explained things, served people, and let his apprentices participate and practice. Within a few years, he began booking his apprentices to preach on his behalf.

While I appreciated the multiplying ministry, I also had significant concerns here. A few of these apprentices didn’t yet have a clear Christology (doctrine of Christ). They hadn’t gone to seminary or received any other formal theological training. But this missionary was convinced their syllabus for learning needed a good proportion of teaching to help them progress faster in their training. It was pretty risky and almost created a disaster.

What Holds Us Back

Why is it so hard for me (and perhaps for you) to let people go, to send them out and let them try their hand at ministry? Why do we hover, hang on to responsibility, and pass things off with stalwart reluctance?

Of course, there are many possible answers. But the main reason for me is that I fear failure. It’s the same reason I hated group projects as a student. It’s why I carry burdens I don’t need to carry. It’s why I find it easiest to do something myself.

Can you relate?

  • Do you ever feel like an unskilled apprentice would reflect negatively on your leadership?
  • Do you think the stakes are too high for the people you minister to, for a newbie to make mistakes in caring for them?
  • Do you believe you’re caring for weaker brothers or sisters when you cushion their fall?

One of the best ways people learn is by feeling the pain of their mistakes. If we are serious about training others to lead Bible studies (or do any other kind of ministry), we must take risks. We must launch apprentices quickly, bring them back to debrief, and send them out to try it again. We need to give them real authority to try things. We must be okay with imperfection. We have to make peace with some people’s needs going unmet while the apprentice figures out how to meet them. We can’t jump in and fix it.

We should be okay with mistakes in the Bible study, mistakes in the small group, mistakes in the pulpit. We should never hammer ministry apprentices for trying and failing, though we might need to admonish them for not really trying.

I was not ready to lead my first Bible study, but I needed that first one so the second one could be better. Someone trusted me enough to let me try it. If I were that leader, training up that younger me, I might not have taken the risk. But I praise God for the courageous leaders in my life, and I want to be more like them.

Postscript: I want my argument to be biblical and not merely anecdotal, so allow me to introduce my two missionary friends from the case studies above. You may find them in Acts 18:1-18 and Luke 10:1-24.

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The Scandal of Biblical Illiteracy

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Last week, Al Mohler wrote about “The Scandal of Biblical Illiteracy,” where he proposes a connection between biblical illiteracy and moral decline. If we think Sodom and Gomorrah were husband and wife, how will we learn from their destruction?

We will not believe more than we know, and we will not live higher than our beliefs. The many fronts of Christian compromise in this generation can be directly traced to biblical illiteracy in the pews and the absence of biblical preaching and teaching in our homes and churches.

Mohler challenges us to recover vibrant Bible teaching at home and in church. We must know the word if we are to apply it to all of life. Though Mohler’s tone may be alarmist, he offers helpful insight. As you read, just remember that widespread biblical illiteracy provides some opportunities we wouldn’t otherwise have: If people don’t even know what the Bible says, they may be less likely to presume what it means. And that means the truth must break through fewer defenses.

Check it out!

4 Ways an Apprentice Can Help with Your Small Group

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Leo Reynolds (2005), Creative Commons

Leo Reynolds (2005), Creative Commons

The second stage of training a new Bible study leader is “I do, you help.” When your apprentice is ready to help, will you have something for that person to do? Here are some areas to consider.

1. Help with Logistics

As you give your apprentices some responsibility for the group, they can feel more ownership and demonstrate faithfulness. And as they show faithfulness in small things, you can entrust even greater things to them. Helping with logistics may involve recruiting, hosting, communicating, advertising, bringing a snack, or planning a group activity.

2. Help with Shepherding

Your goal in training a new Bible study leader should ultimately be to raise up a new shepherd of God’s people. So apprentices will learn much by learning to help you shepherd people. Apprentices can help shepherd people during the meeting: Asking good questions, encouraging quiet people to speak, or following up with prayer requests from previous meetings. They can also help shepherd people between meetings: Calling folks in the group, meeting with them for lunch, or connecting with outreach contacts. Ministry experience will help apprentices learn to lead better Bible studies.

3. Help with Preparation

Include your apprentice in your Bible study preparation. Though you could get it done faster by yourself, apprentices won’t learn unless you let them in. Meet with them before the meeting to go over the passage. Show them how to observe and investigate the text. Give them a voice to help shape your main point and craft specific applications for the small group.

4. Help with Evaluation

After the meeting, ask your apprentice how it went. How clear was the study? What was helpful or unhelpful? How were people responding? What was good? What could be better? What could we do to follow up on things that were said?

When leading a group, it’s great to have some help from an apprentice. This means we have to ask for help. But sometimes we fail to think of how apprentices can help because we’re too busy keeping all the responsibility for ourselves. So the main idea is to give apprentices real responsibility. In the next post I’ll expand on why it’s often difficult for us to do this.