I’ve come to the conclusion that the Church the Plenary Council Agenda is talking about bears little resemblance to my pew-sitter’s view. Admittedly I’m an unusual pew-sitter, since I’ve read all the major reports issued on the Plenary Council website.

Like other pew-sitters, I’d determined that giving any more time to the Plenary Council process would be unproductive. But then someone asked me to read the official Agenda.

So I read it. One page of reading isn’t onerous.
https://plenarycouncil.catholic.org.au/wp-content/uploads/2021/06/Plenary-Council-Agenda.pdf

Of the 16 Agenda questions, only 4 stood out as worthy of detailed deliberation, viz:

*How might we better form leaders for mission – adults, children and families, couples and single people?
*How might we better equip ordained ministers to be enablers of missionary discipleship: the Church becoming more a “priestly people” served by the ordained ministry?
*How might parishes better become local centres for the formation and animation of missionary disciples?
*How might the Church in Australia be better structured for mission, considering the parish, the diocese, religious orders, the PJPs and new communities?

(I had no idea what PJPs are: apparently they are ‘Public Juridic Persons’, entities set up in the Church for specific purposes eg Catholic Healthcare, Edmund Rice Education Australia. Hint: Church jargon of that magnitude means it wasn’t written for pew-sitters like me, but for people used to collaborating with diocesan curia – and above.)

But most of these kinds of questions mean very little until they are applied to a case study of some kind, to enable people to wrestle with possible answers to these questions in realistic situations.

What does an average parish look like in Australia?

Something like this:

It has one priest; by and large, if he is a senior citizen he was born in Australia, if he is younger he was born in another country where English was not the native language.
He has the equivalent of one paid administrative person on staff.
The parish contains a Catholic primary school with about 300-400 students.
Of those students, in any 12 month time frame, he might see 5% of the children from that primary school at weekend Mass.
The parish contains people from a variety of ethnicities.
The parish is located at least 50 kms from the diocesan cathedral, (an hour’s drive or more).
Daily Mass attendance average is 20 persons.
Weekend Mass attendance is of 550 persons spread over 3 Masses.
The parish is struggling to make even 50% of the expected annual contributions to the diocesan charitable works fund.
The parish has no resident religious orders, but perhaps has one or two retired consecrated persons of 80+.
95% of those attending weekend Mass are aged 70+, or even 75+.
The parish has at least one St Vincent de Paul Conference, and a few dedicated and overworked catechists who serve in local state-run primary schools.

From the perspective of that case study, even the most pertinent question (How might we better form leaders for mission?’) is framed incorrectly.

Because the question really is “How do we form our 70, 80 and 90 year olds for mission, as leaders, teams, and team members?”

And the follow-up question is “How do we keep our few sub 70 year olds from imploding under the weight of the regular tasks needed to keep a parish functioning and the isolation of how few people are on the same part of their life journey to share faith with?”.

In an average parish there are no able bodies with spare time to give to questions and to ministry in the areas of First Nations, ecology, wounds from abuse, ecumenism, education, health care and social services.

One might be forgiven for thinking that the current Plenary Council Agenda is like determining the precise positioning of deckchairs on the Titanic.

There are 3 very large items missing from the Plenary Council Agenda:

*No mention of the Holy Spirit. Without Him, neither holiness nor mission is possible.
*No mention of sacred scripture. Frequent personal reading of the Bible is the number 1 input that guarantees all discipleship outputs. (Read: ‘No Silver Bullets: Five Small Shifts that will Transform Your Ministry’ by Daniel Im) www.amazon.com/No-Silver-Bullets-Transform-Ministry/dp/1433651548
*No mention of ministry to families. As goes the family, so goes the Church. Family is the plan of God that pre-dates scripture by millennia. All vocations (of all types!) grow in families.

Until the Plenary Council Agenda items have any hope of becoming reality in an average parish, and until these 3 very large items assume due prominence, this pew-sitter will remain disengaged from the process.

If you are a pew-sitter who agrees with me, please share these thoughts with other pew-sitters and with any contacts you may have in the rarefied worlds of curia and episcopy.
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​Print friendly version below: ( 2 x A4 pages)

The Gospel for this Sunday, the 4th Sunday of Easter, Year B, comes from the middle section of St John Chapter 10 where Jesus reveals Himself as the Good Shepherd.

Most of us have very little to do with sheep, apart from purchasing cuts of meat from a supermarket or similar. Those of us who do have something to do with sheep in Australia have an average size herd of just under 3000 sheep. In the time of Jesus the average number of sheep per shepherd was 100. The smaller size herds make knowing individual sheep possible.

So what could possibly induce a shepherd to be willing to risk his life to save his sheep?

To modern minds this is beyond comprehension; and verging on crazy.

And it is, until you consider the amount of time the shepherd spends with the sheep, and how frequently a shepherd has to check for wounds, health of gums, and the quality of wool. For much of the time the shepherd is alone with the sheep; and has plenty of time to study them and to note and remember their individual differences.

Some will be placid, some will be adventurous, one might have a stiffer leg, a higher pitched bleat, a floppy ear, or be a fussy grazer. It is this long term build-up of the knowledge of what makes each sheep unique, which makes the sheep matter to the shepherd. In the same way it is the long term build-up of relationship of the sheep with the shepherd that engenders trust, making the shepherd matter to the sheep.

Jesus knows us this well. He has studied everything about us, and He can also see the traces of our various lineages too. He remembers who our parents and grandparents were, and He knows the various character traits we share with them.

He knows us this well that we matter to Him, despite being merely sheep.

Yesterday the residents at the local aged care facility had Mass for the first time since Christmas. Many of them we see each week for Communion services, and those unable to attend receive individual visits. Having been reflecting upon this Gospel passage, I could see the parallels. The more we get to know each resident, the more they matter to us. It was so good to have so many of them in the same place, and to reconnect with some we haven’t seen for a while because someone else has been doing their individual visits. At the same time, the absence of those who couldn’t be there was keenly felt.

It strikes me that this is the kind of long term deep relationship that Jesus wants with us, and that He wants for us with each other. It requires us investing time with Him; and investing time with each other.

​Therein lies the challenge because there is no shortcut to this process. 

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There is nothing to compare with one on one time for getting to know someone, or even few on few.

Perhaps that is why parish visitation used to be a core part of a parish priest's ministry. 

These days it tends to be meetings and administration, but it is still possible to carve out time to go and visit the flock, 'just because'.

Admittedly these days it is not advisable to go alone without a companion as a witness and a protection, but it could still be done with a bit of planning and rotations of visiting companions.

I note with some sadness that once upon a time bishops used to come and visit the children preparing for Confirmation. It was an effective way of knowing that the children had been prepared. But these days the bishops seem to delegate that to the priests, and the priests in turn delegate that to the sacramental co-ordinator, and he or she depends on the group leaders - and even then it is a very brave group leader who will say a child is not prepared because they missed lessons, didn't pay attention, or doesn't seem at all interested.

Visiting parishioners and spending time with them is crucial if we are to imitate the Good Shepherd.     

​After wading through the first third of the Congregation of the Clergy’s Instruction on Parish Renewal, I came across Fr Michael White’s blog on the Parish of the Future, http://nativitypastor.tv/the-parish-of-the-future/ which includes discussion on this Instruction.

He inspired me to attempt my own report on the Instruction, which I had already half begun to think about. Why? Because I’m finding the document hard to decode without some examples to apply it to.

Here is a copy of the Instruction in English, 27 x A4 pages in length:
Don’t worry, it isn’t as quite as much reading as that; the last 8 pages are references for footnotes. 

We all come at these Vatican documents with different lenses, so I will disclose mine. I have lived in both city-suburban and regional parishes, but not yet in a cathedral parish. I have visited parish churches and cathedrals in many parts of Australia and in some overseas locations.
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I was part of a covenant community at the time they were applying to be recognized as an Association of Christ’s Faithful. Because of this experience, I understand the tensions between an organization that gathers and serves beyond a parish’s boundaries and the parishes where the members of that organization regularly worship.

I also understand, first hand, how it is possible to be members of more than one parish simultaneously, eg weekday parish vs weekend parish; the parish you go to when you are rostered on vs the parish you go to when you are not rostered on; the parish you go to for most things vs the parish you go to for confession; and in these pandemic times and in times of chronic ill health, the parish you live in vs the parish/es you visit for live-streamed Masses.

This would also be the case for those who belong to one of the Eastern rites of the Church, but who also attend the Latin rite. Ditto for those who attend a Traditional Latin Mass regularly but also attend Novos Ordo Masses. Then there are those who attend Masses as part of a national chaplaincy service (eg Vietnamese, Korean, Filipino etc) as well as local parish Masses. Similarly there would be members of the Anglican Ordinariate who from time to time would attend a local parish Mass or non-Ordinariate Mass when on holidays.

The Instruction begins by referencing Pope Francis in Evangelii Gaudium 27, and this Instruction could be considered a response to that papal challenge.
“I dream of a “missionary option”, that is, a missionary impulse capable of transforming everything, so that the Church’s customs, ways of doing things, times and schedules, language and structures can be suitably channeled for the evangelization of today’s world rather than for her self-preservation. The renewal of structures demanded by pastoral conversion can only be understood in this light: as part of an effort to make them more mission-oriented, to make ordinary pastoral activity on every level more inclusive and open, to inspire in pastoral workers a constant desire to go forth and in this way to elicit a positive response from all those whom Jesus summons to friendship with Himself.”

The traditional view of parish, in living memory, is situated in a specific geographical location and ministers to the people who inhabit that location, and where you would expect most people to be baptized, married and buried from the parish in that location. In modern society this lifetime identification with a single location is now more the exception than the rule.

It also makes building sustainable ministries quite difficult. A pastor of an inner city parish expressed the difficulty to me something like this: As an inner city parish he had lots of couples who had moved in to be close to work in the CBD, but by the time he had got to know them, they had received an interstate or international transfer with work, or had moved out of their apartments to a location in the suburbs more conducive to bringing up their first child or welcoming their second. The average length of stay of these couples was 3 years. By the time you got to know them, found a fit for their ministry passions and talents, within 6 months they were gone. When the ‘bricks’ keep on moving, it is hard to build anything.

In this context, section 9 of the Instruction makes sense:
9. As a living community of believers, the Parish finds itself in a context whereby the territorial affiliation is increasingly less evident, where places of association are multiplied and where interpersonal relationships risk being dissolved into a virtual world without any commitment or responsibility towards one’s neighbour.

Not all parishes and pastors are equal, and people do vote with their feet if it is convenient to do so. While parish leadership may consider parish loyalty a virtue, in reality many parents choose to attend the parish that has the greatest chance of engaging their children (children’s ministry, youth group, better than average preacher, better than average music, convenient time, ample parking) and adults go where they feel they are receiving the most spiritual nourishment even if they have to travel 30-50 mins away to do so. The concept of staying within the parish boundaries to receive sacramental ministry is quite foreign to many, especially those who don’t live in rural and outback locations.

I do know of current experiments where non-parish faith communities have been given permission to have chaplains and to administer sacraments to their members. What I can’t remember is whether that non-parish faith community was linked to a television-and-parish-mission ministry or whether it was linked to an ecumenical covenant community’s Catholic fellowship. Not that it matters too much, because I can see the logic in bringing someone into sacramental participation among the same people who evangelized them rather than sending them to his/her local parish where they have no personal connection. It also makes some degree of sense that if the person to be initiated into sacramental life has taken on the sense of mission and is growing in the charisms given to that non-parish faith community, then receiving the sacraments within that community will strengthen and support that vocation. Obviously, a non-parish faith community would have to be of substantial size to receive this kind of permission, and would have to demonstrate processes of keeping in communion with the universal church.

But we also live in an age of online communities and movements. Think of Bishop Barron and Word On Fire and of Fr James Mallon and Divine Renovation. It could be argued that they lead far more than the diocesan and parish responsibilities entrusted to them. With their online content, and offline content, they have attracted many people from across the globe who look to them for spiritual nourishment and who have formed online communities of shared faith.

It seems to me that if you are feeding God’s sheep, online or otherwise, and those sheep engage with you in a substantial way, eg sign up for email newsletters, follow on social media, participate in on-going online discussions (eg Alpha, Bible Study, mentorship, online training course, then you have ipso facto pastoral care for them until such time as they have been successfully integrated into an in-real-life parish community. It further seems to me that this Instruction is acknowledging that this pre-evangelism, evangelism, catechesis process is taking place outside the traditional parish model, and also giving it the green light to be explored and developed further.

At minimum, if by sharing the Word of God with people online or offline, we are feeding them, then we should also be praying for them consistently and regularly, even if we don’t yet know what their names are, nor where they live. And this applies as much to lay people and religious, as it does to those ordained to be pastors.

Here’s what the Instruction actually says:

14. With the Parish no longer being the primary gathering and social centre, as in former days, it is thus necessary to find new forms of accompaniment and closeness. A task of this kind ought not to be seen as a burden, but rather as a challenge to be embraced with enthusiasm.
 
16. The Parish territory is no longer a geographical space only, but also the context in which people express their lives in terms of relationships, reciprocal service and ancient traditions. It is in this “existential territory” where the challenges facing the Church in the midst of the community are played out.

18. Ecclesial membership in our present age is less a question of birthplace, much less where someone grew up, as it is about being part of a community by adoption, where the faithful have a more extensive experience of the Word of God than they do of being a body made up of many members, with everyone working for the common good.

These are some other excerpts that caught my attention

24. In these times, marked as they are by indifferentism, individualism and the exclusion of others, the rediscovery of brotherhood is paramount and integral to evangelisation, which is closely linked to human relationships.

25. A Parish must be a place that brings people together and fosters long-term personal relationships, thereby giving people a sense of belonging and being wanted.

27. The Code of Canon Law emphasises that the Parish is not identified as a building or a series of structures, but rather as a specific community of the faithful, where the Parish Priest is the proper pastor.

29. The Parish is a community gathered together by the Holy Spirit to announce the Word of God and bring new children of God to birth in the baptismal font.

I think these excerpts give us permission to think about parishes as groups of sheep under a shepherd, and to loosen our focus on parish buildings and sharpen them on relationships; relationships between pastor and parishioners, and between parishioners who are on a discipleship journey through pre-evangelisation through to missionary discipleship.

What a very different place/community our parishes would be if the commitment to building long term faith-sharing relationships was normal and had some primacy in our structures of accepted/cherished values!

The Instruction has to speak in terms that are universally applicable. It is possible that they had the concept of a personal parish in mind. If you want to know what that looks like in practice, read this article about this parish in Pittsburgh USA:
https://www.ncregister.com/daily-news/pittsburghs-newest-personal-parish-shines-light-on-the-black-catholic-tradi

The team at Divine Renovation also did a 5 part video series discussing this document. It is worth watching/listening to.
Hopefully this link gets you to the playlist for the full 5 parts:
https://www.youtube.com/watch?v=YpDOJiw6wP4&list=PLqZfwqi7RxBDzEYiTzvJ0DITKyuJbN7OV

The Instruction also goes into some detail about what is, and isn’t, possible according to Canon Law, and the various ecclesial structures other than the traditional parish which are considered legitimate. That section takes some ploughing through, but it is useful information for everyone to be familiar with. Many of these non-traditional structures are quite common in places considered to be mission territory, and I recognized some of them from my studies in early Australian Catholic history and from conversations with a missionary priest resident in South America.

If God is bringing about something new and more pastorally effective in this post-Covid era, then the recommendation about putting new wine into new wine-skins applies. If the familiar structures are no longer suitable for the mission, then we need to be open to different structures, and to be willing to explore them, as the Holy Spirit leads. This Instruction functions as high octane motivation power to get that exploration and innovation started.

May God bless, protect and empower those who are called to take the permissions given in this Instruction seriously, and who called to be pioneers of the new things God wishes to come forth in this new era.
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Our Lady, Queen of the Apostles, pray for us.

​The discernment part of the Plenary Council is supposedly in full swing, although it seems only group submissions are being accepted. Since I don't have a group, and it would be a dishonesty to submit something from a group of one, I will blog it instead.

My catalyst for writing is reading through some 20 pages of a group submission a relative of mine has been involved in. Those some 20 pages cover the 6 themes, with a reasonable amount of overlap between the themes. Having actually read other submissions from the consultation stage, online and offline, it is substantially representative of what the discernment groups have been receiving.

The other catalysts are the recent message from Queen Elisabeth II that repeatedly mentioned small steps as necessary on the way to greater good, and some videos from Dr Henry Cloud on YouTube about leadership: in particular the notion about focussing on what we can actually control, and giving people permission to work on those things they can actually control even if it is as seemingly small as smiling at your customers.

As I see it, there's a problem with all the 'we should do this', 'we should have that', and 'we need/must do this's that form the backbone of most submissions -
a) it all sounds like it is going to be done by an eager group of nameless people with infinite resources, time and talents
b) it doesn't take account of the already depleted/overextended people currently trying to hold together all that the parishes are already doing
c) by and large it lets 'me' off the hook.

So I am going to do something novel and look at the 6 themes from the angle of what small step or steps could someone in the pew actually do towards making the vision of those 6 themes a reality. Lots of people doing one small step, and encouraging each other to do that one small step, could make much more of a difference than we ever would have thought possible.

All of them need to be, 'Hey, yes, I could do that!'

Just choosing one step from each theme would be a very good start.

Theme 1: Missionary and Evangelising
•Take the time to think about and write about a time where God was very active in your life; what was the situation, what did God do? how did you know it was Him? what changed in your life because of this. 1 Pet 3:15
•Pray a short prayer every day for a friend or relative to be given a life changing encounter with Jesus
•Simplify your life so that there is room in it to take up a hobby that brings you in to interaction with people outside your parish community
•Once a month sit down and watch an episode from The Journey Home programme produced by the Coming Home Network https://chnetwork.org/about how God brought someone home to the Catholic church. Doing that will teach you that God is active in everyone's lives, and give you some simple ways to explain why Catholics do what they do if someone asks you.

Theme 2: Inclusive, Participatory and Synodal
•Be connected to what is going on at diocesan, national and global level by adding feeds from your diocese, Australian Catholic Bishop's Conference and Pope Francis to your favourite social media platform.
•Do something intentional once a month to learn about the actual experiences of people with disabilities. That could be online learning: http://disabilityandjesus.org.uk/ is a good place to start, as is the #actuallyautistic hashtag. Or it could be offline learning: having a chat to someone is the parish with low vision; or who wears hearing aids; or who comes to Mass with a walking stick; or visiting (with permission) a family of a special needs child.
•Once a month get to know someone's full name at church, and something about them, because to a certain extent most of us don't feel like we belong unless someone notices those times when we are missing.
•Understanding increases participation. Once a week read a page from the Catechism of the Catholic Church from the section on the Sacraments https://www.vatican.va/archive/ENG0015/_INDEX.HTM, or a page from the documents of Vatican II or a page from a papal encyclical.
•If you are not already contributing to the parish community in some way (eg. choir, church cleaning, St Vincent de Paul society, counting team, taking Holy Communion to the sick, welcomer etc) seek God seriously about what how He would like you to contribute your gifts and talents, and then act on it.
•Smile at everyone whom you come across at church, particularly anyone who seems to be struggling or who seems uncertain about the responses and when to stand, sit and kneel, or at anyone who has made the extra effort to bring their children to church.

Theme 3: Prayerful, Sacramental and Eucharistic
•If you do not already have a regular daily prayer time, commit yourself to 10 minutes of prayer a day.
•If you do already have a regular daily prayer time, increase it by 5 minutes.
•Find 5 minutes to spend quietly with Jesus in the Blessed Sacrament every week. That could be before Mass, after Mass, or a special visit during the week to an open church or Blessed Sacrament chapel.
•Find a prayer of Spiritual Communion that you like, and pray it once a week, or more frequently if you wish.
https://www.ewtn.com/catholicism/devotions/act-of-spiritual-communion-339
https://www.ourcatholicprayers.com/spiritual-communion.html
•Do you have a holy water stoup at home? Keep it filled with holy water, and bless yourself with it every time you leave home. If you haven't got one, get one, and use it.

Theme 4: Humble, Healing and Merciful
•Make a commitment to listen whole heartedly to anyone who wishes to share their burdens with you, and to only offer advice if they ask for it.
•Start a regular practice of contributing to the lives of those less fortunate than yourself. It might look like putting some money in to the St Vincent de Paul poor box each Sunday, or finding a worthy charity and setting up a monthly direct debit donation, or volunteering to regularly do grocery shopping for an elderly neighbour.
•Once a month to take a few minutes to think about the people in your life with whom you are not at peace, and to ask for God's help to forgive them, and to seek forgiveness from God for holding onto resentments.
•Choose a short prayer you like that you could pray every day for all those you know, or have been told, who are sick or seriously ill or suffering from mental illness – and pray it daily.

Theme 5: A Joyful, Hope-filled and Servant Community
•Make a list every day of at least 3 things you are grateful to God for eg. quality time spent with a friend, being able to hear the birds sing, an answer to prayer.
•Go looking for a story every week about how God has been active in someone else's life. You might find that testimony on a video or blog, in an autobiography or over a coffee with a friend; and let that story nourish the hope within you that God is just as active in your life.
•If you are in leadership, start regularly asking your team members the question, 'What can I do to help you reach your ministry goals?' It might mean getting a light bulb replaced, or recruiting a helper, or diffusing an issue of conflict, or similar. And do it to the best of your ability.
•If you don't already know them, find out the dates of your baptism, confirmation, first Holy Communion and do something intentional to celebrate them every year; and make special effort to celebrate and acknowledge the wedding anniversaries, ordination anniversaries and religious commitment anniversaries of those God has placed in your life.
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Theme 6: Open to Conversion, Renewal and Reform
•Read a passage of the Word of God every day, or two chapters from the Bible every week. Soaking our minds in God's truth will gradually show us where we are out of alignment with His ways and strengthen our wills to get our lives into alignment.
•Make a commitment to going to confession (Sacrament of Penance) monthly.
•Find a prayer to the Holy Spirit that you like, and make it part of your daily prayer time.
•Make a commitment to setting aside an hour every month to ask God what dreams He has for you, what things He would like to see happen in your family life, work life, ministry life, community life, and write down any ideas and out-of-the-blue thoughts that come, and share them with someone you trust who can help you sort out which ones have God's touch on them.

Today I found myself as a lone wolf among a vocal Twitter mob talking about the fees that most Western civilization parishes charge to conduct a Catholic wedding.

It was truly disturbing to see so much ignorance about what goes on behind the scenes in preparation for a wedding, to see how sunk we are in consumer mentality rather than collaborative mission, and to see how little the time and service of the priesthood was valued. Even those in clerical office whom I expected to know better weighed in on the wrong side, which means that their parish/episcopal staff have been shielding them effectively from the nitty gritty of wedding preparation, especially the financial bits.

Here is a brilliant article which I had high hopes of exonerating me from writing about this topic: https://canonlawmadeeasy.com/2013/11/07/stipends-and-sacraments/
It includes all the canon law references that pertain to stipends for Mass offerings and sacramental celebrations. Please read it.

Let's go back to the plan of God in the scriptures.

We see Melchizedek provide Abraham spiritual services of a ritual nature, and Abraham in thanksgiving to God for the battle victory and for all else God had done for him including the post battle blessing, gave to God through Melchizedek a tenth (tithe) of everything.

We see in the offerings and sacrifices made according to the law of Moses, that specific portions of it were to be set aside for either the consecrated priesthood, or for them and their families. It was the way God designed for the priests and their families to be able to give themselves fully to the requirements of the ritual worship of Israel.

If you want to delve deeper into the meanings of Temple worship, this article by a Presbyterian scholar is helpful. https://www.fpcjackson.org/resource-library/sermons/priestly-pay-the-priest-s-portion-of-the-grain-offering

And this article on the tithes of the Old Testament is useful also, https://www.ministrymagazine.org/archive/1958/09/the-three-tithes-of-the-old-testament

Now I need you to comprehend how this tithe and offering process and the spiritual impetus behind it is very different to the crime of simony we see in Acts 8, where Simon the magician notes that people that Peter and John impose hands upon receive the charisms of the Holy Spirit. He wants to be able to do what Peter and John do, and offers them money. Simon would be set for life being able to charge for passing on these valuable charisms to others. Peter gives him a vehement rebuke.

The Church still takes this seriously, eg if an object has been blessed it can no longer be sold.

The closest thing I see to simony today is people doing 'prophetic activations' online, and charging money to be part of them. The promise is that your capacity to receive prophecy, dreams and visions etc will be unlocked through prayer. That is very different to attending a paid conference or seminar that has times of prayer ministry where such things might happen but are never guaranteed to happen, and would only happen if it was God initiated.

'What you have received without charge, give without charge' has to be balanced with 'the labourer is worthy of his hire'.

The tithes and offerings are made first and foremost to God, and then generally the tithes keep the families of priests and the temple and its furnishings and other requirements for worship (vestments, musical instruments, offering vessels) in good repair, and part of the offerings goes directly to the priests.

From this thinking comes our first collection for the upkeep of the priests and our second collection for the upkeep of the parish, and by extension the diocesan services. It isn't paying for sacraments as much as keeping the mechanisms going that make receiving the sacraments possible.

I really hope you get that distinction, because that is what underpins the thinking on marriage fees.

In a perfect world couples getting married would naturally express their thanksgiving to God for such a priceless gift. That expression could be through money, or in offerings in kind (cattle, produce), manual labour as often happens in rural impoverished areas, and given to God through both parish and priest, and also to the poor and needy. But it falls under the keeping the mechanisms that make receiving the sacraments possible thinking, not under the payment for sacraments thinking (which would be simony).

So let's look now at what goes on behind the scenes in a parish to make a wedding possible:

There is paperwork to be done to apply for the marriage certificate for the civil side of the marriage dealing with government laws and regulations. Then there is the paperwork to determine whether the bride and groom are sacramentally capable of contracting a Catholic marriage. That's why you need baptism certificates, confirmation certificates. They usually have to be verified by the parishes in which those sacraments were received. Rarely is this simple, usually it entails significant time for parish secretaries to complete. If there have been prior marriages it is even more complicated. If the paperwork cannot be verified, then the spouse to be without the verification is invited to have a conditional baptism and chrismation (Dear God we don’t know whether this person was validly baptised or not, but You do, if they weren't baptised back then open up the gift of Holy Baptism for them now, and if they were validly baptised back then, please bless them for recommitting themselves to You).

The priest is obliged to do all he can to ascertain whether both bride and groom are both able and capable of giving full consent to the marriage. Often this is done through a series of marriage preparation meetings and talks, and depending on diocesan policy attending some kind of marriage preparation course eg Engaged Encounter. Frequently this process time with the priest is the only time a couple gets to focus on preparing for the marriage, and not just the wedding, and the insights and advice are useful for a lifetime. Everything else (invitations, wedding cake, formal gear, photographer etc) is focussed on the wedding day, only this is attempting to set you up to succeed in married life.

Then there is the work to be done selecting scripture readings and hymns and which of the various options for prayers during the Mass or Liturgy of the Word are preferred.

The priest has to prepare a homily. Ditto if a deacon is presiding over the ceremony. Preparing homilies takes time and effort.
Then there is the time the priest gives to the wedding ceremony itself, getting there early, often doing part of the set-up.

These are not inconsequential commitments of time by both priest/deacon and parish staff, and it doesn't stop there.

Those doing the music have to be contacted and scheduled, they have to practice the music. They also have to submit the copyright permissions for the music chosen, and there are fees to use music depending on what kind of copyright payment mechanisms the parish already has. Popular hymns would already be paid for under parish licence, less common hymns may attract additional charges. If the musicians don’t already have the music desired, they have to pay for the sheet music. Copyright is charged whether the music if live or pre-recorded, because no matter the delivery method it is still being utilised in a public setting.

In high summer or deep winter the bills for lighting and air-conditioning will be higher, but even outside of those intense climate times there will still be light and power usage.

Altar servers may be required, and they give of their time too.

If there is a wedding practice beforehand, then that is additional time given by priest, musicians and others.

The parish also has to cover itself in case things go wrong, and that happens more frequently than you imagine. Normal things like a child spilling a drink, or throwing up, or lots of grassy detritus leftover from weddings of people from Pacific Island heritage. Someone has to clean them up, and sometimes the damage is costly to repair.

Then the other things that can go wrong include a wedding guest having a fall, breaking a bone or two, or similar calamity, and then suing the parish. Public liability insurance is no longer cheap, and the more times unfortunate things happen the dearer it gets.

For particularly eye catching chapels and churches the waiting lists tend to be longer, and in the meantime the couple can split up (and not tell the parish, it happens more than you think) or find another venue they want more (and not tell the parish, it happens more than you think), so these were the first places to ask for some kind of deposit to reserve a place on the parish's marriage calendar. If you have paid for something, you are more likely to show up, and more likely to contact a place to get your money back.

For cathedrals there might be extra costs due to forgone revenue from tourist donations when the wedding is taking place and non-guests are dissuaded from entering.

Those eye-catching chapels and churches usually have a high annual maintenance bill, and some of the 'fee for use' will go towards that bill.

Often parishes help with putting together a wedding booklet, and that alone is a time consuming task taking many hours even if working from a basic template, and even if there are no alterations and changes of mind about readings and hymns etc along the way. Add printing costs to that.

It definitely isn't free for a parish to provide the wherewithal for a marriage to take place. Expecting all of those services to be provided gratis even for a super active member of the parish is unreasonable.

Generally there is a flat fee that encompasses all these things, and in reality it is a token only and not the full cost at all. The suggested voluntary and yet expected stipend for the priest technically should be separate, but parish secretaries are pragmatic and they know that bundling things into a single fee reduces the amount of time they have to spend explaining why a fee is necessary in the first place. Explaining one is hard enough, explaining two, forget it! Let alone all of the histrionics and other verbal abuse that exudes from people stressed out over wedding preparations that such fees illicit and the parish secretaries cop.

With weddings of two practicing Catholics running at around 1 in 10, or less, you have to factor additional time educating brides and grooms with minimum understanding of Catholic ritual.

Because the knowledge of how things are done has rapidly decreased with each virtually unchurched generation, parishes were finding that the priest's stipends were not even on the radar. Even the best of us gets upset after receiving no tangible appreciation for time and effort five or more weddings in a row. In former days (many decades past) providing a stipend was just general knowledge and expected behaviour. People back then knew what amount was a reasonable offering, they don’t now. And it is not just weddings. Parishes have had to introduce the fee structure for funerals as well to ensure that the priest gets a minimum token of appreciation/stipend.

Cases of genuine hardship will always be accommodated somehow, if requested respectfully.

So what is reasonable fee wise? A lot of people are going to be putting in a lot of hours from the parish making your wedding day possible. May I suggest that you take the average hourly wage/salary of bride and groom and multiply it by 10. Even though 10 hours is an extremely conservative estimate, the vast majority of fees will be under that. Be grateful, and cheerfully give. If over, then the parish you are dealing with has high maintenance and security costs and/or a recent spate of very expensive bad experiences.

Some people have suggested taking up a once a year collection to subsidise the fees for weddings and baptisms. I suspect you will find that the user pays principle has been so embedded in Western civilisation that the average parishioner will be outraged, because the people most likely to be subsidised are obviously absent from weekly Sunday worship. It would also take away that biblical notion of expressing personal gratitude to God.
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If you still think that fees for church weddings are utterly wrong, then go and consult an expert. Contact a parish secretary, bring her (or him) a cup of coffee, ask them about why that parish has wedding fees and be prepared to listen and listen and listen as they tell you the stories behind each and everyone one of the fee decisions the parish has reluctantly had to make.

​'Where is the Holy Spirit blowing in your local area?'

I put this question, or at least a version of it, to a well-travelled clerical friend of mine recently, and his answers were perplexing.

He mentioned a recent ordination to the priesthood. While that is truly wonderful, and an extraordinary grace for any parish; it is the fruit of the Holy Spirit's work over a ten year or longer period.

He mentioned the good work the nuns were doing in the parish. Again, that is awesome. But it too is the fruit of the Holy Spirit's work in the hearts of women born some 10 years ago or more.

Then he mentioned a rather exciting regional meeting of bishops from several countries happening within the next 12 months. Absolutely wonderful, and it will hopefully be very fruitful for the whole region, but that's the Holy Spirit's work at a hierarchical level and not a local level.

Next year his parish celebrates 50 years of existence. This is a wonderful opportunity to give thanks and praise to God for the blessings and achievements of the past 50 years. Many special graces can come from an event like this, especially if time is taken to think through how the Holy Spirit has worked historically in this local area with a view to discerning His longer term plans. But again, it's not really about what the Holy Spirit is blowing on at the moment.

Why was I perplexed? Because his answers focussed on the activity of priests, religious and bishops who are a tiny proportion of a parish containing thousands of lay people in it. Because there is a big difference between serving a parish and empowering and encouraging a parish to respond to what the Holy Spirit is calling them to do.

It is really difficult to co-operate with the Holy Spirit's plans if you are having trouble noticing where He has been active. A pastor is best placed to notice these things, because he usually gets the best information.

For example if there has been a noticeable uplift in the numbers of couples coming to talk to him about how to grow in their marriages – that's a clue that the Holy Spirit is working locally in the area of marriage. If you notice that, you can put more emphasis on marriage enrichment courses and programmes and can preach more on communication, listening, forgiveness and showing love in daily acts of kindness.

For example in confession there has been an increase in people returning to the sacrament of penance and confessing struggles with addictions of various kinds – that's a clue that the Holy Spirit is wanting to do a major work to set people free in this area. If you notice that, you can invite people into the parish who are gifted by God in setting people free from addictions. Also you can put on an afternoon of prayer inviting the whole parish to come and pray that their loved ones be set free from addictions, and see what happens. If it goes well, and people testify to God setting them free, do it again in a month's time.

But if you are not noticing and paying attention, how can you even begin to co-operate with what the Holy Spirit is blowing on?

Some things might take a bit more digging and research to uncover.

For example, do you know what spurred your recent batch of RCIA candidates to begin the final leg of their journey home to the Catholic Church? Maybe over half of them had an encounter with the Mother of Jesus. If so, put extra effort into the next major Marian feast day, do a parish novena leading up to it, put on a free movie about an approved Marian apparition on the feast day, and a talk about how to pray the rosary.

For example, do you know what spurred your newest arrivals at daily Mass to attend? Go talk to them and find out. Maybe they were all positively influenced by another parishioner. If so, go and talk to this parishioner about how God has been leading him/her and see if there is any way you can support them in their efforts (eg books, pamphlets, rosary beads to give away, or direction to good resources for the most common questions people ask him/her).

Other clues to the Holy Spirit's action in your parish could just come up in conversation, or could be relayed to you by staff members. For example two women having opportunities to meet with long estranged family members could be a clue that the Holy Spirit is currently working on the restoration of family relationships. Finding a third person in this situation would be a call to action. One way to partner with this movement of grace would be to let parishioners know that the next Saturday morning Mass would be offered for the restoration of family relationships, and use one of the Eucharistic Prayers of Reconciliation, the Proper set out 'for family' or 'for relatives and friends', and specially written prayers of the faithful.

Another way to get an idea of what the Holy Spirit is blowing on; is to have a listening session. What you want to do is to identify people in the parish who have solid prayer lives and sacramental lives and are in various service roles in the parish. Invite them in groups of ten for morning or afternoon tea. Then when you are together, ask them what God has been doing in their lives recently, and pay close attention to any patterns that emerge or murmurs of agreement when something is shared that the rest can relate to. If you hear common threads of God asking them to slow down and spend more time with Him, organise a one day retreat. If you hear common threads of God asking them to trust Him more, find some stories from the internet or elsewhere about how God worked wonders when people trusted in Him, print them off, and share them around as encouragement.
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Obviously if you can pick up on the Holy Spirit's clues, what you do to partner with His action in your people's lives is going to be many times more effective than a 'let's try this new programme and hope it works' approach.

This part of the #DR18 Conference took place in an auditorium on the nearby university campus in Halifax, Canada.

This is a broad brush transcription. Thankfully (as at 9 Aug 2018) this video from #DR18 is still available on Livestream via North Broadcast Group; however it takes around 12 minutes for the sound recording quality to settle down and the session to start.

Fr Simon Lobo is the current pastor of St Benedict's Parish, Halifax, having taken over from Fr James Mallon. Fr Simon is the author of 'Divine Renovation Apprentice' and a member of the religious order called the Companions of the Cross. Fr Simon can be found on Twitter @frsimoncc and you can watch him tell his vocation story https://companionscross.org/priests/fr-simon-lobo and how he came to be the pastor of St Benedict's Parish https://www.companionscross.org/latest-news/fr-simon-lobo-cc-appointed-pastor-st-benedict-parish

Ron Huntley has been the director of evangelisation at St Benedict's Parish, Halifax, and a member of the Senior Leadership Team. He is currently coaching parish leadership teams through the Divine Renovation Association and Network, and speaking internationally. Ron can be found on Twitter @ron_huntley and on Instagram @rmhunts and you can find his Divine Renovation coaching material at https://www.divinerenovation.tv/authors/ron-huntley or read a bit about his presentations at Proclaim 2018 in Brisbane July 2018 http://catholicleader.com.au/news/canadian-parish-coach-says-stop-catechising-start-evangelising-at-proclaim

Jen Ferrier: Welcome! St Benedict's Parish (SBP) changed my life. I used to sit in the last pew in order to sneak out early because I didn't want to be asked by the priest to do anything. My heart changed through attending Alpha in 2013. Many contributed to this work in my heart. Since then I have run Alpha at SBP for 5 years as co-ordinator evangelisation. God doesn't ask us to go it alone. The title of this session is 'Parish leadership is a team sport'.

Fr Simon Lobo: Welcome! Thank you for being here. It is a joy to be here with you, and I acknowledge the sacrifice to come and the investment needed to come. In seminary we did lots of courses on philosophy and theology, practical stuff on confessions and Mass, and about half a course on homiletics. There are 3 big areas we are called to serve in – priest, prophet and king. The laity is also called to serve in these areas through baptism. A priest has a special call to the kingly role of governance and leadership. In seminary we did a lot on 1 (priest), a little on 2 (prophet) and nil on 3 (king).

I had no concept of leadership. My parents didn't have any either. You don't know what you don't know. I had no sense of leadership.

Ron Huntley: Leadership is one of my favourite topics. Business can be just as toxic as church. Jesus gave us example of how to lead well. At SBP we talk about leadership all the time.

But what's the definition of leadership?

Leadership at St Benedict's Parish is answering the call to influence, inspire and equip individuals and teams to form disciples who joyfully live out the mission of Jesus Christ.

We have learned from many people, books, resources etc but we still mess up a bit.

Think about your parish. Leadership at ……. parish is ………………

On a scale of 1 to 5, how well is your church doing leadership? Mostly 2's. How many want a 5? How many believe that a 5 is possible? Vision is one of the things that gets us from a 2 to a 5.

Vision

Fr Simon Lobo: Vision, it's so central to leadership. I have a friend, a father of a family, who is an engineer who started his own business as a consultant. Gradually he worked out that he could only bill for a limited number of hours a week. He came to the conclusion 'that there had to be something beyond me' and 'I need to think bigger than myself'. So he invited and inspired others to join him, and he hired people from families in the church. It worked. They are all successful because this engineer could see beyond.

Priests in parishes can be the bottleneck. I was the glass ceiling, the bottleneck, in campus ministry. Growth was good at the start, but then it slowed down when it reached the limit of what I could handle.

'Vision is a picture of the future that produces passion' – Bill Hybels

Think to the horizon, way off to the distance. On the Camino Way there is a place called Finisterre, 'Earth's End', where Christopher Columbus looked out over the horizon some 500 years ago and said, 'I wonder if there's something out there, let's go for it'.

Part of getting people from here to there is helping people to see that we can't stay here, and saying, let's go there.

I was kind of forced into this a year ago, when I was asked to give a vision talk at our vision summit to 100 key leaders of the parish. What do I say? I'm a practical, feet on the ground kind of guy. I had to give myself permission to dream and to think big. I thought I had to cook up a vision within myself, but I realised that God has a vision for the parish. So I went to Him, before the Blessed Sacrament, and said, 'God I don't have a vision, I need a vision, help me'. Then the thought came, there have been 7 years of SBP history, what would 7 years in the future (2024) look like? At the moment there are about 50 people this past year who have had a significant conversion to Jesus Christ, that's about one a week. What if by 2024 that could be one person a day? And things flowed from there.

Think of a graph where the vertical axis is skills and the horizontal axis is time in leadership – or increasing responsibility in leadership. The need for technical skills decreases as time/responsibility in leadership increases. The need for casting vision skills increases as time/responsibility in leadership increases. The need for emotional intelligence skills or the ability to work with people and deal with difficult people is low in junior leadership, extremely high in middle leadership and medium in senior leadership.

This is why we need to keep growing in the ability to cast vision.

Describe a vision for your parish, or ministry, a picture with passion. What gets you excited?

Some of the answers from the auditorium were:
• People expect God to show up with miracles every week
• A full church for daily Masses, and all three campuses full of activity (outreach, bible studies, prayer groups)
• An apostolic community with an outwards focus
• A vibrant church with lively Christians, where the best of them are known in town and regionally as the best musicians, are regularly asked for articles in newspapers and are influencing politicians for the good behind the curtain
• Helping the family grow closer to Christ
• We are a university town, a place where the young people seek us out and find relevance, where we can show them the 'porta caeli' the gateway to heaven.

Ron Huntley: In the 2016 series of America's Got Talent there was a dad who did well, whose regular job was in nursing. He was asked why he entered the show. He said that when you are in survival mode you stop dreaming. I wanted to show my kids that if I can live my dream, maybe they can too.

A small vision doesn't get us from 2 to 5. I need to be a part of something amazing, otherwise I'll stay at sports. Great vision attracts and keeps great people. You can't do the vision without great people.

What we do is not easy. We don’t know how to do anything easy. This is not just for priests and pastors, but for ministry leaders too. I need your vision to be huge, exciting, compelling, dangerous. Start dreaming ridiculously God-sized dreams. What would happen if…?

57 people came to Christ this year. His vision: that in 7 years that becomes 1 a day. I want to be a part of that. How, I don’t know, but I want to be a part of that.

Fr Simon Lobo: It seems possible, but it also seems bold. We will figure it out on the way. We want healed, redeemed people who have experienced Jesus.

Ron Huntley: The vision statement is a signpost – it does not exhaust the vision. The vision is bigger than that.

Structure

Structure matters. Consider the local parishes within your area, would I be right in saying that not one of them has a structure set up for mission? If everything goes through the pastor, that is ridiculously ineffective. Fr James Mallon is naturally a delegator. Our goal is to do the very thing God is calling us to do.

It may even start with structure. Are we set up for mission? If your structure doesn't move with your mission, you will soon be on the verge of collapse. It was a crisis like that which forced us to re-evaluate our structure and leadership. Structure has to be fluid and out ahead of our mission, evaluating its fitness for our mission every few months.

Most places have people who have been in the same ministry for a very long time. Are their gifts still suited to this ministry? Do they still have passion and vision for this ministry? Is that vision in alignment with the overall vision for the parish? If so they should continue. If not we need to help them find something new where this will be true for them.

If I get in the way of the vision, I will step down. If I am part of the problem, I need to know – in order to move, to change, or to get out of the way. We can't let ego get in the way of the mission of the church.

When I took over pastoral ministry, we divided it this way, if it has a heartbeat I deal with it, and if it doesn't have a heartbeat then Rob deals with it.

Jesus invested disproportionate time with Peter, James and John. They were like His Senior Leadership Team (SLT). The rest of the apostles, the other 9, they were like His staff. The 72 disciples, they were like ministry leaders.

Things must percolate from the bottom up, not from the top down. We don't use the word 'report', we use the word 'support'. Jesus washed their feet – this is what leadership looks like in the kingdom of God. There is nothing I won't do for you. How can I support you? There is no room for ego. This is using authority to love and to serve.

Do you know who you need to support? Or are called to support? It is about how many others you are raising up. Your job is to unleash people. It is critical that we get this right.

Recently I had been having trouble finding time to connect with a friend, but I kept on trying. This friend told me I was only going to get let off the hook if I was doing what great leaders do. What do great leaders do? They invest their 1 unit of energy in places that get them 5 units of return.

Remember the parable of the talents? Three people were given 1, 2 and 5 talents, and they came back with 1, 4 and 10 talents. And the one talent was given to the guy who had 10 talents. Leadership is about unleashing people and about allowing all the other gifts to flourish. As leaders we are not to be bottlenecks but bottle openers.

We must think about leadership differently.

What gets in the way? Entitlement, ego, turf, toxic personal relationships, pride, competition, burn out, lack of self-awareness etc. We need to aim the sling, and so straight after it.

Each of us has 3.5 blind-spots. A weakness is different to a blind-spot. Weaknesses are things I know I am bad at. A blind-spot is something I think I am good at, but I'm actually bad at. Ages ago I worked in a small business for Ken, he was the boss and I asked him to be a reference for me when I applied for other jobs. So my potential new employers called him up and asked Ken what I needed to grow in. He's impatient. When I found out I initially felt hurt because Ken is my friend, but do you know what? He said that because it is true, and I had no idea it was true. It is so important that we figure this stuff out.

The senior leadership team (SLT) enables us to invest in each other, and to learn to trust enough, for us to get to that place where we can deal with this stuff.

Think about a time when you were on a team, and everything just flowed. On that team there was someone who made you the best you could be. Who was that person? You need them or someone like them on your team, who is like you in vision, but who is unlike you in skill set. Your SLT needs 4-5 people at the most, and is very different to a staff team. The idea is that is becomes a safe place to call each other out and call each other on.

Fr Simon Lobo: You probably have good people in your parish, who would love and support you and come along side you. Blind-spots: ask people who are close to you what they are, and give them permission to tell you. It is a dangerous thing to do, but people who really care about you want you to be better. Ron has done this for me. I can start to micro manage and not even be aware of it. What I think is efficient and focussed can go too far, far enough to suck the fun out of a meeting. But he said it in a loving way, 'You are a fun guy, but you don't often lead fun'.

Most people will lie to a priest's face. They will not be honest unless you build a relationship with them, and then ask them to be honest with you, and don’t punish them for it afterwards. It is helpful to see me through someone else's eyes. It is still hard for lay people to tell the truth to us, unless we actually submit ourselves to them.

Meetings

An excellent resource for this topic is Patrick Lencioni's book, 'Death by Meeting'.

People will happily sit through a 2 hour movie where they are passive and not based in reality – but put them in a 2 hour meeting and it's 'get me out of there as fast as possible'. The reason is because they are passive and not engaged. The key to a good story is conflict and tension, that's what gives excitement to the story, and to meetings.

Our Senior Leadership Team meetings have healthy conflict, and a nerf gun to add fun. It is a safe place. With Ron, Fr James, Rob and Kate in these meetings, we actually mine for conflict. If we are discussing a topic, and you are being quiet, I want to know what is going on. If you are disagreeing with the proposals tell us, tell us now. Don’t wait until afterwards. It doesn't have to get personal. It can get close to the edge, but we check in with each other later, 'How are you doing?' etc. We have different processing speeds.

Meetings are so essential. Patrick Lencioni says to avoid meetings would be like a mechanic saying that he loved being a mechanic, but if he could only get out of the time in the garage working on cars it would be great.

For leaders, priests and lay people, our leadership, our workshops happen so often in the context of meetings. I've had to have a change of heart on this, and to grow in awareness that I can't just slough these off, these are really important. We are in the business of relationships. And when we don’t meet with other people what happens very easily is that people who love Jesus and who care about the mission of the church, if they don’t meet regularly, there can be drift. Drift allows space for two visions to open up, and where there are 2 visions, there is division. Division and false assumptions can happen unless we take time investing in each other for the sake of the kingdom. It is that important.

There are several different kinds of meetings.

Since we have 160 people in hospitality ministry, there are going to have to be lots of meetings, small, medium and large, to keep that ministry going, thriving and unified.

There are different purposes for different meetings. Due to our desire to be practical we have prepared a handout that contains samples of what some of our meetings look like. Looking at the structure of those meetings helps people visualise what we are talking about. I don't want to encourage boring meetings.

Generic team meeting. We have a tendency to go straight to the how to deal with the urgent. While those urgent things have to dealt with, we have to make sure that we make room for the important.

Our Ministry Leadership Team meetings go for 2 hours. They start with prayer. We put all the topics on the white board. Then we each share a high and a low from our life/ministry around the table. Sometimes if there is a low low we stop and say, let's pray for each other. We then do some kind of development eg focus on a leadership principle, do book studies (eg the book, Made to Stick for improving communication), we prioritise the list and work through the list in order of importance, and then we end with an extended time of prayer and worship or reflect on the upcoming Sunday readings.

Clergy team meetings are a bit shorter.

One on one meetings. Ron has challenged me on this. What do you mean by them? Who are the key people I need to connect with and support? These are the people who will give the 5/10 fold return on time spent with them.

The format for them is to start with prayer, and then a topic list, followed by time for personal sharings about the joys and burdens of life and ministry. Then there is time for crucial conversations eg Hey, I caught you doing something amazing and I want you to know why or to address something that felt a bit harsh. There is stuff you can do one on one that you can't do with an audience. Then we talk about the stuff on the lists. We ask 2 questions, 'What are your top priorities for this week?' and 'How can I support you?'. We invest in people in an intentional way to free people up to be great.

The Senior Leadership Team meets weekly for 3-4 hours.

Ministry Leadership Teams meet weekly for 2 hours: that's the Pastoral Leadership team, the Operations team, the Clergy team and the Communications team.

One on one meetings happen weekly.

Once a month we have an all staff meeting (15-25 people), with prayer and personal sharing.

Ron Huntley: You can't do all this without stopping some other stuff. Priest vs pastor requires a paradigm shift from executing ministry to raising up other leaders to minister. Even with our staff we had to help them change from doers of ministry to leaders of ministry, and we had to form and shape them differently. And it was not easy, because you were probably hired because of what you are good at. But if you are good at it, you are going to have to stop doing as much and you are going to have to raise up other people around you, and that is a different skill set.

When I was director of evangelisation (a.k.a. pastoral ministries), the pastoral leadership team included the leaders of the Alpha team, the Kids team, the Youth team, the Discipleship Groups team and the Sacraments and Liturgy teams.

Having one parish over multiple sites (or campuses) requires thinking differently.

People are not used to being supported, they are used to being told what to do. When leading from the bottom up we need to create places where relationships matter. We need to invest in each other, so that we can dream again and move towards our mission. That's a completely different paradigm shift, so you need to speak into that for a while before you start creating – or finding ways to create – natural teams.

If you have 2 church sites in your parish, who is the natural leader in church A (and in church B) with the natural capacity to influence, inspire and raise others up? You have to invest in them. You have to re-address your structure and then get creative because you only have so many hours a week. So you have to figure out , 'How am I going to do this in a way that's sustainable for me?'

You have to look for the people who are really good at leading. Most of our best leaders didn't see themselves as leaders. They had humility, people respected them, and they respected and loved others, but they didn't see themselves as leaders, yet people would follow them and look up to them. These are the people I am talking about. You have to figure out who your Peter, James and John are, and how we are going to structure this around those people so that we can do great things. Not who has got what job title.
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With multiple sites there is a tendency to want to get an equal amount of people from each site. And what ends up happening is that you end up creating these councils (parish, finance etc). What happens is that people come in with an agenda of their location to advance and protect. What we need to start with is vision. Where does God want us to go? And then, who are the people who have bought into that vision? Because at Senior Leadership Team if people are fighting over the division of resources between sites, that's not going to work. As Fr James Mallon says, if you have more than one vision, then you have division. You need people who are bought in whole heartedly, not people who are Yes men; people who will challenge you, but they need to be people who have bought into the vision of where we are heading on this journey.

What does success look like? I know what you want, but before you tell me what you want, what do you think success looks like? Ask your staff, what do you think you get paid to do? It's a really good question. Ask them, 'What does success look like?'

John 15: I am the vine, you are the branches. The fruit bearing branches he prunes to make them bear more fruit. It begs the question, 'What does fruit look like?' So often we define ourselves by the branches, busy-ness or our programs, by how much time we have, by how much time we don’t have. 'I'm really busy'. So? Are you fruitful? I don’t really care how busy you are. Are you fruitful? How do you know? What does fruit look like? What's working? What's not working? How has it grown?

Tell me your vision of what fruitfulness looks like, and it had better be compelling. If it is, let's get behind it and structure it for success. We spend a lot of time in the Divine Renovation Network helping people figure that out, because there's no cookie cutter approach since you are working with real people and real skills and real gifts, and that looks different depending on your leaders.

Most of the people on staff weren't staff before, and we didn't always have a staff of 15. And it grew. The more successful we were, the more we were able to grow. Most of the people who came on as staff, came on staff from within the fruits of the ministry. (talking to Fr Simon) Think of all your hires lately – they have all been in the Game Plan.

Fr Simon Lobo: 8 years ago we had 5 or 6 people on staff, and that was already a bigger staff than some parishes. It has grown. Jen is an example of that, someone who came to us through Alpha and eventually got hired to help lead Alpha.

Ron Huntley: Alpha as a course is mediocre. Alpha as a culture is unbeatable, because it becomes the tool by which you evangelise, show hospitality, grow people and ministry, and develop a leadership pipeline. That's a huge secret of Alpha. Please don’t tell anybody.

It is a leadership pipeline if done well. Think about it. When's the last time you had dinner 11 weeks in a row with someone? It doesn't happen. So what if after those 11 weeks you really get to know them? And you see in them, this is someone of capacity. So you ask them, 'Would you like to be on team?' They say, 'No, I'm not a team member.' Then you say, 'No really, you're wonderful, you bond with people, they love you, you love them, just be a helper, you don't even have to say anything.' 'Oh, I could do that'. And then they come back and we have dinner for another 11 weeks – but this time in ministry with us. Then their confidence grows and we say, 'You were fantastic, you seemed to really get this, it looked like you had a lot of fun, didn't you? Listen, I'm wondering if you would be a co-host. Like, I'm going to be here as host. But sometimes I can't be here, so would you be willing to facilitate the conversation? I'll help you, I'll teach you how to do it.' Then another 11 weeks we have dinner together. And then we say, 'Hey, you look like you really enjoyed that too, having so much fun. Would you be willing to come back as a host? So over a 2 year period we are investing in these people. We are seeing what they are made of - and that is how we grow leaders.

We identify and grow leaders through Alpha because we meet with them over and over again, and then we serve in ministry with them, and that's why it's such an amazing tool when done properly.

It is easier to give someone a fish than to teach them how to fish, because that takes time. And sometimes you teach them to fish and then they don't want to do it anymore and leave. It is painful to have all that time and energy lost, but it is the right thing to do.

Alpha is what gives us the framework with which to do that. It has taught us how to identify and raise up others. It is really important because in the Divine Renovation Network we have people too busy for meetings because they are in too much ministry. If you are too busy doing ministry, how are you going to lead? And if you have never raised anybody up before because you've been too busy doing it, that's OK, but we are going to change that, because you have to change that.

The pastoral leadership team, I was responsible for supporting them. I would meet with them 2 hours every week as a team. And we would do the High Lows, and we'd do praise and worship and continue to grow in surrendering our lives to Christ, and then we would talk about what happened at the last SLT meeting (so that people are engaged to know exactly what was going on), then we would unpack some leadership principles that were relevant to all of us and then leave. So no minutes necessary.

Then I'd have my one on one meetings with people, every week for an hour. How are things going? What are you working on that you are excited about? Give me some wins. What are you procrastinating on? We need to know what people are good at and what people are bad at – both. What do you need to be doing in the next 3 weeks to be successful? What's it going to look like? What are you putting off? Why are you putting it off? Interesting. So you need to have a conversation with that person. So let me coach you on that, and we'll role play it to help you. When are you going to have that conversation? Hold them accountable. All that is happening in the one on one meetings, so I'm taking notes, but I wouldn't call them minutes.
So the next time I sit down with that person, I'll say 'How did you go with that meeting?' 'I didn't have it.' 'Why not?' 'I chickened out.' 'OK, remember why you need to have it. You're having it this week. I'm going to pray for you and I'm going to text you half an hour before that meeting because I need to hold your feet to the fire because I care about you and that's an important meeting.' 'Yes, it is.' 'OK, terrific.' So we don't need any minutes for that.

When we have our Senior Leadership Team meetings we make a whole list of things on the board about things we need to talk about, we prioritise them, and then we rip through as many as we can. We usually don't always get through them all. But we get through the most important ones first. So prioritise.

And then everything we talk about, we need to say 'who is doing what by when' because most organisations have an issue with executing not with strategizing – because there is no accountability.

We don’t talk about things just for fun, we do that at the pub. There we solve all the world's problems and we walk away feeling good about ourselves, and nothing gets done. That's not what we do at SLT meetings. Everything we talk about we determine who is doing what by when, and then next week when we meet again we say, 'Hey, Fr Simon, you were going to talk to Deacon ………., did you get a chance to do that?' 'Yes, I did.' 'What happened?' 'O cool, that's awesome; dealt with; perfect.' 'No, I didn't.' 'Why not?' 'He was away, and I couldn't.' 'Are you going to do it this week?' 'Yes, I am.' 'Terrific.' And it goes back up on the accountability items.

A lot of this stuff is broken down in the Divine Renovation Association, we talk about this stuff on the podcasts and things like that.

Fr Simon, what do you do as regards minutes and structure for clergy?

Fr Simon Lobo: Similar. It's probably not necessary to take minutes. But in a finance council meeting somebody is the secretary to take minutes for that kind of a meeting. Typically we don't. What we do though, our primary way of recording what happens is we do a lot of white boarding. We have white boards in pretty much every single meeting room. And as we are writing we might have a column of items that we are trying to get through – action items – that are assigned to different people, 'who is doing what by when, and how we are going to follow up'. And then we'll take a photo of the white board and email it around to everybody, so everybody can see that.

We have also tried having Google spreadsheets that we share with everybody with a running list of action items – that's another way to do it. That's a perennial issue, of 'How do you execute?'

Volunteers. Leadership Summits are another great tool that we use. Another meeting, you could say. We do them 3 times a year. It is a morning, a Saturday morning, say from 9am to 12 noon and it is action packed. It is so much fun. We get about a 100 of our not just people in ministry, but our ministry leaders, people who are leading people in ministry – and the vast majority of them are not on staff. Pretty much none of them are on staff, but our staff come to this as well.

We spend the morning firstly in prayer, then we have a fun ice-breaker, and then a key vision talk to re-connect us to the Why. Why are we doing this? Why are any of us, whether you are a lector, or on a hospitality team, or part of the grief ministry, or in Alpha, why are we doing this? And usually it is the pastor who gives this talk, because whether I like it or not, my voice matters on this. It goes back to the very beginning, vision casting, back to the why we are doing this and where we are going. And then we have a break and some snacks and then have some kind of an exercise, like a practical leadership exercise to get people growing in their leadership skills. It could be on the theme of 'How do you apprentice people?' or 'How do you develop a leadership pipeline?' where you are moving people along from one step to the next, or it could be a fun exercise to grow in self-knowledge.

Back in September we looked at Patrick Lencioni's book 'The Ideal Team Player', talking about the 3 virtues of an ideal team player – somebody who is humble, hungry and smart. By which he means people smart or emotional intelligence. Could this be a helpful schematic when you are thinking of the kind of people that we want to have involved in our ministry or leading our ministry?

Then we end with an extended time of worship and often a bit of prayer where we pray with one another as leaders to pray into whatever the needs are.

That's a really fun way, and people are actually delighted to give up their Saturday morning to come to it because it is just so rich and it is a way of investing in all of those key people who can then have a 5 fold return as they invest in their own ministries.

Culture

Ron Huntley: And that really helps us to change our culture of leadership. Changing your culture is really important. Peter Drucker, business author and speaker, said culture eats strategy for breakfast. So I sometimes see people taking our best practices and programs and applying them in their church, getting very little result and saying that doesn't work. You missed the point! You don't understand our culture. If you don't understand our culture and you take our best practices and programs and try to implement them you will probably not do very well.

And you will probably keep getting the results you've always gotten because you don't understand culture. Culture eats strategy for breakfast.

But there's another part to that I learned last year: bad leadership eats culture for lunch.

So we have a great culture at St Benedict's Parish and that story I shared earlier with Fr Simon and I, with a lot of passion and very good intent, started telling people who were already in a structure and supported.

We weren't sure whether all of that was going to come crumbling down because of his leadership. We didn't know. Because we didn't know him as a leader, and it could have.

How many of you have been a pastor or have seen a church in your diocese that was just booming and they changed the pastor and everything went to pot? Bad leadership eats culture for lunch.

So leadership matters, disproportionately unfortunately.
Leadership matters disproportionately.
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There are 2 things we believe we have to invest in disproportionately – evangelisation and leadership. Because if we do those things really well, everything else gets backfilled. So we are really intentional about creating a culture of leadership at St Benedict's Parish.

So how is culture created? 2 ways: by what we reward and what we tolerate. How many of you have people at your church who are toxic and yet serving in ministry? So you are tolerating their attitudes? (Nodding) Yeah. And what does that do? It creates a culture. And if I'm at your church and I see people behave like morons in leadership and you haven't done anything about it – I don't trust you. I don't trust your leadership. You don’t have what it takes to create a safe place for people to thrive. I can't follow you. Why would I follow you? We all know that it is as obvious as heck that this person is toxic and you're not doing anything about it. I can't trust your leadership.

That's why we can't tolerate bad attitudes and bad behaviour and bullying and all those other things that happen even in the church. We can't tolerate it. Because if we do, it defines our culture and we get the very church we deserve, and that's problematic.

The other thing I see, often times we don't celebrate enough. And I'm constantly challenging people in the Divine Renovation Network to catch people doing things well and celebrating it.

The other day in Senior Leadership Team, we had 2 new pastor priests with us interning and I was my zealous self and not very patient and one of the new priests asked a question, and boy did I ever respond in ways that let them know that was a really bad idea. And I didn't really notice I did it, and I kept going. And the next day Fr Simon said, 'Ron, can I talk to you for a couple of minutes?' 'Yeah, sure, what's up?' 'Remember in the Senior Leadership Team the other day?' 'Yes, it was a good meeting.' 'But remember when Fr ……. brought up this point?' 'Yeah?' 'Remember how you responded? I thought you were a little heavy handed, and I couldn't help but think that if I was new, and in a team like that, I would have felt really uncomfortable.' I said, 'Oh my gosh, what have I done? I can't believe I did that. I totally did that. Thank you so much for telling me.' I left his office and went straight up to the other priest's office and I sat down and said, 'I need to ask for your forgiveness' and I told him what I did. He didn't even remember. 'Oh yeah, Oh gosh, I never thought about that again.' 'Well, that wasn't nice, that wasn't kind, and I need to ask for your forgiveness. I am so sorry I did that and I'm going to work really hard to try not to do that again.' He said, 'You didn't have to apologise, but I'm really glad you did, because it just shows me that you guys really do want to be honest, be sincere and own your mistakes. Thanks a lot, it meant a lot.'

So guess what we started doing? We started telling people about that story. We started celebrating that story. Why? Because it is the exact culture we want to build.

We want to reward the story by telling others. That's why I'm telling you right now. I'm telling you that story because I want to reward his courage to have that conversation with me. He loved me that much that he wasn't going to let me be a moron, - even though I am from time to time – he's not going to let me do that. It's going to happen, but he's not going to let me continue to do it and have that impact effect other people. He loves me too much for that. He loves our mission too much for that. He loves our values too much to do that – and so he would risk having that conversation with me and making me aware of one of my blind-spots, so that I could own it. And that's worth celebrating. That's why we tell the story.

What stories do you tell? What are you rewarding in your church? Think about that. What would it look like if as a staff you decided we are going to send out one email a day, as random encouragement to somebody who has gone above and beyond, and blind copy the other people on staff, so that we can start to create a culture of celebrating cool things?

One of the things I used to do is that as people were ending their Alpha time – because we boot everybody off eventually, because it is not a club, it is something you move through so we develop you and we send you out into other ministries. Alpha is not a club. It is not a place where people get stuck. It's a place where people move through or it is not going to transform your church at all. And so as people are transferring out I would often send a note to Fr James and I would say, 'Hey Fr James, I want you to know how great Jen is on the team, she goes above and beyond, she's great at leading people, she's great at calling people and setting them up. She takes no credit for their success and their impact, and as a result she is raising people up all over our church. She is finishing her time at Alpha and I just want you to know how much I appreciate her and how blessed we are to have her at our church.' And I would carbon copy (c.c.) that person.

What do you think that feels like for them? To know that somebody notices that they're going above and beyond so much that they are writing to our pastor, and heaping praise on them to the pastor, and just happened to c.c. them. What do you think that does in terms of celebrating and creating a culture? Unstoppable.

What else do we do Fr Simon in terms of the culture end?

Fr Simon Lobo: It is time to wrap up. There's a great book called 'Crucial Conversations: Tools for talking when the stakes are high' by Patterson, Grenny, McMillan and Switzler. I was getting a bit misty on the side as you shared that Ron. It's so beautiful to be able to have relationships with people that you can be that honest, right? Because we desire health, that's how badly we desire to be healthy.

All of us have bad days. I love your expression Ron, 'It is one thing for a leader to have a bad day, it is not OK for a leader to have a bad week, and if they have a bad month – watch out.'

Because everything rises and falls on leadership and the impact that we have as church leaders, whether as ordained or lay people, it's so huge, so significant, and let's use our leadership for good.

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​Below is a printer-friendly version of this broad brush transcription. It runs to 12 x A4 pages.

During this session Fr James Mallon and Ron Huntley bounced off each other as they co-presented this Unread Chapter. (As usual, this is not a precise transcription.)

Fr James Mallon (FJM): Praise God! Isn't God great?!

Ron Huntley (RH): Good morning.

FJM: We originally called this talk the Unwritten Chapter because when the book (Divine Renovation) was published in early September 2015 it was actually written – I finished writing it in the very first days of January 2015. So if you think about the time gap (from end of writing to start of this conference), it's a good year and a half. And one thing about our experience here at St Benedict's – and any time a parish heads off in a direction of mission it is because you are innovating, you are doing things you've never done before, you're taking risks. And if we keep our eyes, our minds, our hearts and our ears open, we are always going to be learning things. So the original idea of this talk this morning was to communicate to you all the stuff that we've learned – mostly through making all kinds of mistakes – since the book was published, to kind of bring you up to date. However, as you heard from Dan, well, we now have to call it the Unread Chapter, because basically all the content of what we are going to cover this morning is in the Guidebook, and as Dan said, the royalties (not necessarily all of them mine) are going back into supporting this ministry. Perhaps it is certainly yet Unread but not Unwritten. We are going to cover 6 things.

•The three phases of renewal
•Four non-negotiables of a senior leadership team
•Process versus programs
•The game plan (one of the workshops covered this in depth)
•The three 'Ables' of ministry
•Three critical success factors for ministries

RH: How many days do we have to do that? It's going to take a while. You know, it's interesting, because as we were planning for the conference and were preparing staff for the workshops we realised some of the things we don't do anymore, and some of the things we are doing we are looking at transitioning, so should we stop what we are doing and go back and live out who we were when the book was originally written? No, because we are living this in real time, and what's so fun about this and what we want to communicate today is this spirit of learning that takes place on our team. It's really fun. What is really cool about it is we have no idea what God is going to come up with next. God is God. He is in charge. And the Holy Spirit animates our ideas, our hopes and our dreams in ways that we have no idea where the next wave is going to present itself. So it's been really fun learning together in this culture of health, and it does include a lot of conflict – as Dan said – but it's fun conflict, because we love each other, we love our team, we love our parishioners and leaders and we are committed to the goal, and so the first idea doesn't rule the day, it's the best idea that we want to rule the day. So we want to share with you what we've learned, but we also want to communicate to you a spirit of being open to how the Holy Spirit wants to empower your team with even better ideas. That's what we want to communicate right now more than anything else.

The Three Phases of Renewal

FJM: At this point, this is ¼ theory ¾ coming from our experience. Why do I say that? Because I believe in this journey from maintenance to mission. We haven't completed it yet, we're not fully there, we're still in process, but out of our experience we've discerned what I believe are 3 distinct phases of renewal. Now I've got an image of a sailing ship up there. I'm not much of a sailor, but imagine a trans-Atlantic voyage. There are 3 phases to a journey isn't there? There's when you go out and you go to the point where you can no longer see where you came from. Remember the 'Lord of the Rings'? When Sam says, 'Mr Frodo, if I take one more step I'll be further away than I've ever been before'. Well, this is in a sense the end of Phase 1. And the middle phase, of course, is the whole part in the journey where you can't see where you've come from and you can't see where you are going. And the third phase is where someone shouts 'Land Ho!' The end is in sight. This middle phase is where we find ourselves at St Benedict's parish right now. We have a sense that we're halfway through this middle phase. And I'll tell you, it's sometimes scary. Have you ever seen 'Mutiny on the Bounty'? You know, it's the middle phase, where you can't see where you are going and you can't see where you came from that you begin to think, 'Are we doing the right thing: Are we crazy?' And maybe some of the crew might begin to think of mutiny.

FJM: But I think that these 3 distinct phases are very, very necessary, and I just want to speak briefly about what they are. And I want to use a good old Canadian symbol to talk about that. Now I know that some of you cannot relate to this (image of men pushing a snow-bound car) but when a car gets stuck in the snow there's a technique to it you see. There's an initial phase where you have to rock the car back and forth, you've got to build up momentum and get it going and you need 3 or 4 people, and at one point when you have enough momentum you give it a big heave and it starts moving. And what's really cool is when the car starts moving you kind of just walk alongside it. You can push it with one hand and it's really easy, but the other thing you need to do – you need someone at the steering wheel. Because if you don't have someone at the steering wheel, you are in big trouble. And in a sense, that's Phase 2. And in most Catholic parishes, when it comes to discipleship and evangelisation (and we've already identified that the primary task of leadership is to change culture: is to lead cultural transformation) that initial phase is about getting momentum, enough momentum to overcome the inertia, and that requires a lot of building momentum, back and forth, a lot of brute force, a lot of repetition and a lot of pushing. But just like when the car gets freed from the snow once it starts moving, you don’t keep rocking it, you've got to change what you do. You've got to change how you do it. Now we didn't know this when we started off. In many ways we didn't know what we were doing. We just knew where we wanted to go. But we knew that something was up.

RH: It's interesting as well. It does take a lot of momentum. It takes a lot of teamwork to rock the boat. But do you know what it takes? It takes a lot of trust. Because if the people in the parish don't trust that you love them, and that you care about the people that they care about, then it's just a good idea. We need to care about people and we need to communicate that, and they need to see us loving them, Right? Because if people catch you loving them they are more likely to get behind you and help you in the direction you're going. But if it's all academia, if it's all good ideas on paper, then it's not going to get a lot of traction: it's love that wins the day. It's love that wins people over, and so one of the really cool things that Alpha does (if you haven't done Alpha, you should really try it) is that it gives us an opportunity for people to see us loving them. We love people, and they see us doing it 10 weeks in a row in Alpha, it is really creates a lot of people behind this car that we can push things in a direction. Wouldn't you say?

FJM: And the primary tools that we used to get that initial momentum were Alpha and Stewardship and having Stewardship Fairs. I cover all that in the book. So basically what you read in the book was this – how we got the car out of the snow. But then, once it started moving we realised we had to make a change, and someone once said that the hardest model to change is a model that works. Because it's working! But the truth is this: that because of the very fact that it works it will mean that you will eventually have to change it, because, guess what, because it works it will eventually stop working or it won't work as well as it once did. And that's what we experienced. And the 5 remaining points of this presentation are the things that we changed because of this.

RH: And what was that line that Carey Nieuwhof said that day when we went to see him? "Are you married to the method or are you married to the mission?" And sometimes what happens, especially when people have a conversion, they think that's the way to do it. Don't change anything, because it worked for me. It's really funny, we see it every time. We went from Alpha over 10 weeks to Alpha over 7 weeks. People lost their minds. And it was so funny to manage that because they were married to the "It's the 10 weeks". No it's not. There's a lot of things at play. So as people get used to things that work, it really is hard to change. So change is important.

FJM: There's a very difficult thing to communicate to our people. We said, trust us, we asked for your trust as we move forward and do these new things – and you know three years later we're saying, well, remember the thing that we asked you to trust us about? Um, err, we're going to change it. It's even worse when you write a book about it. Because a lot/some of the things I talked about in the book, we don't do anymore. But the principles are the same, the vision is the same, the values are the same, but the method is always going to be adjusted from time to time. So let's dip into what some of these things were.

Senior Leadership Team

FJM: You would have heard Patrick Lencioni talking about this last night (at the conference). Dominic Perri is here today from Amazing Parish and he's going to be doing a workshop. For those of you going to it – it's going to be great. This has been the single most greatest game changer in my life in the last couple of years as we finished Phase 1. Because, let me tell you something. I came to this parish. I've always had strong vision. My first hire was Ron who has been my sidekick through all this. He's the one who actually introduced me to Alpha many, many years ago. And we knew where we were going, we had a common vision, and I knew what my original strategy was going to be. Why? Because I had used it before in previous parishes, and it worked. But I had never moved into Phase 2 because I don't have those gifts. I get things going. I start things. I blow things up and start new things. But once they're going I kind of get bored and move on and start even more new things. And eventually I blow the engine, and the whole thing comes to a halt. So it required something different, a different way to lead.

RH: I heard it said in a blog I read recently that good leadership needs management and good management needs leadership. And Fr James is an amazing leader and he does blow things up, in a good way, because he wants great results, he expects great results, he expects changed lives, he expects staff and ministry leaders to do great things. And what ends up happening is often times his biggest influence is because you guys all invite him to travel all over the place and speak to your dioceses, and so we miss him a lot of the time, which is fine, we love to share him, but what happened was – that's when he'd have the opportunity to read really cool books and when he'd have opportunities to talk to people like you and get really inspired by good ideas, and then without any consultation at all, he would come back to our church and wreak havoc on us when we're already doing something. It was like, "Dude, what are you doing? Stop the madness. Why don't you ask some of us what a good idea is rather than asking everybody else out there?" And he had no idea he was wreaking havoc on our staff and where we were going.

FJM: The interesting thing is, you know, with the strategy that I knew, I knew this is what I wanted to do. The problem was as I said, it worked, and like Sam in the Lord of the Rings all of a sudden I realise, O my goodness I've never been this far out before and then I realised I don't know what I'm doing anymore. I honestly don't know what to do next. My strategy has expired. I need help. I need help.

We talk about 4 non-negotiables of a leadership team. These are very much reflective of what Pat Lencioni talks about in his 5 Dysfunctions of a Team. So we've kind of adjusted that a bit according to our experience, but it's really very much rooted in his teachings and we have some of his books here. And initially we tried to make our parish staff function as a leadership team, and it was at that point about 8 or 9 or 10 of us, and it just kind of wasn't working all that well.

RH: That's an understatement.

FJM: That's an understatement. Then we realised that the optimal size of a leadership team is really the pastor and 3 or 4 other people, or maybe 5 of them at the most. You can read about that in Pat's book.

RH: Was it fair to say it was working for you? Because you travelled and stuff, it was giving you an opportunity to get updated from other people and is it fair to say it was probably feeding your needs? At the time, in terms of meeting in a bigger group. Is that fair?

FJM: Yes, I think initially when we had staff meetings before we moved into Pat's methodology we would have weekly staff meetings. We'd pray together, and we'd have some time of sharing and we'd have updates from everyone, and that was good because I was travelling a bit and it kept me on track with things. But then we did change how we did things.

RH: And it's really important. And I want to point out to the pastors to hear this. It might be working for you, but if it's not working for your team, it's not working.

FJM: I was really excited. I was gone probably about 25% of the time. Was that good or bad?

RH: We've got it all written down. It was.

FJM: I'd be almost like proud, O yes I can be gone 25% of the time and my parish is great because I've got great staff and they're doing great, and I think I remember it was you Ron who said, pulled me in and sat me down and said, 'We're not doing great'.

RH: True enough, and to be honest with you and to be transparent, 2 years ago we were toxic. Our staff culture was toxic. It wasn't a fun place to work, there was a lot of dissension, there was a lot of water cooler talking going on, frustration was high. People were on the edge of burn out. Now we love Fr James, we love his mission, we love his passion, and yet, just because of the way he's hardwired he wasn't able to see that we were dying trying to keep up with the things he was blowing up and doing.

FJM: And I was having a blast. I'm loving it. When we talk about the 4 non-negotiables, this is No.1 Unanimity of Vision. We talked about this: vision is where you are going. And if you are going to form a senior leadership team, that close group that's going to meet with the pastor every single week to hammer out your tactical issues, the implementation of strategy, and even some low level strategic stuff (because we work out broad strategy with our pastoral council) you need to have unanimity of vision. You've got to have absolute commitment to where we're going and there has to be absolute intolerance of a different vision. Because if you're in a canoe in the middle of a lake with 3 people, and one person wants to go to the north shore, one person wants to go south and one wants to go east and west, and you all start rowing, guess what's going to happen? You're just going to go round and round and round in circles or tip the canoe. When you have 2 visions, you have division, and division at the top will divide the entire team. But the amazing thing about it is when you have unanimity of vision it opens the door for what Pat talked about – to have healthy conflict about other things.

RH: Fr James, if I could just say too. That doesn't just go for the senior leadership team. That also goes for the rest of your staff and your ministry leaders. You have to raise people up into ministry who have a common vision because they can be in the parish undermining everything you're doing. And so they might be great people, but it might not be a great time for them to be in leadership because they might not be on board with where we're going. And it's OK to remove people from leadership because that toxicity is what tears down churches and makes them less effective.

FJM: The 2nd non-negotiable is Balance of Strength, and this is absolutely fundamental. Last night Pat talked about the different tools you can use, DISC and Myers Briggs. We use StrengthsFinder from Gallup. We find it's a tool that came our way and it's been very enriching. We really recommend that you check that out. Basically we have this myth of the well balanced person, right? You know in the seminary we were formed to be well balanced. Well, guess what? There's no such thing as a well-balanced person. No such thing. We are all weird. But there is such a thing as a balanced team. I've got real gifts. I've got leadership gifts for influencing and vision and communicating vision and getting things going, but left to my own devices I blow things up. In the end I'll blow the engine. And I will drive everyone into insanity because I've got blind spots. I've got a whole bunch of blind spots. I'm also a terrible coach. I think I'm just too impatient. I'm just not good with that. And we found our staff were getting frustrated with me and just a whole bunch of stuff I'm not good at. I'm not 7 foot tall. And here's the great realisation – that everyone is gifted, everyone has particular gifts. You have leadership gifts that I don't have. And I really believe our parish…God was able to use our parish to bring us even further because we had the grace to bring a team around me that complemented my gifts. Sometimes pastors will bring a team around them and the people have all the same profile. You see we all have blind spots, and as I said last night the problem with blind spots is you don't know you've got them. And we need a team that will compensate. You know, again whatever tool you use you generally have those 4 quadrants. Make sure that those quadrants are covered.

RH: Just to give you some insight into our team. Now Fr James is really strong on influence. I'm really strong on relationships, Kate is really strong on executing and Rob is really strong on strategy. So that 4 of us that cover all 4 quadrants of what you'll find in 'Living Your Strengths' book. Where's Fr Simon? He's on the senior leadership team.

FJM: It's a great balance and it's an incredible gift. Now here's the thing about unanimity of vision. If you have total unity in vision it allows us to engage in healthy conflict, not about the vision, but about how we're going to get there. You know Pat when he's writing says that you should mine for conflict, because the more truth we can get on the table, the more perspectives from people who have our blind spots covered, the better decisions, the more information we are going to have to make the best decisions.

Healthy Conflict and Trust

FJM: And healthy conflict is a risky thing. We heard last night that's why you need to have trust and vulnerability. We are going to talk about that as well. But we have. I have to say that the 3 hours we meet every week (3 hours, O my goodness!), the 3 hours are the most exciting, fun, difficult 3 hours of my week. It's incredibly life giving. We have a blast.

RH: We do. I'd just like to say I only like mining for conflict when they are his ideas. I don't like mining for conflict when they are my ideas because I don't think it's appropriate. He's the priest, he can handle it.

FJM: We take conflict so seriously that this is a standard piece of equipment (shows a nerf ball blaster) at our senior leadership team meetings.

RH: And the thing is, his attention span is…and he gets bored easy, so he starts shooting people at random for no good reason.

FJM: Sometimes we are on the floor laughing. Here's the thing. We commit together, we pray together, we put up the white board, we have a quick report from our different teams, some stuff for accountability, but the main focus of our discussions are the decisions that need to be made around the implementation of our strategy, when we are not sure what to do. And I mean this in all humility, it's not like we can call the parish next door and say, 'What are you guys doing for this?' They're like, 'Huh? What are you talking about?' So we don't know. And we have some amazing discussions, and Pat talked last night about accountability. And I want to tell you this (and I'll just put the 4th one up, it's self-explanatory), vulnerability and trust. Because it gets real. We have sometimes very heated disagreements. We get upset. We get that silence. And we stop and say, what just happened there? Could we just talk it through? We don't let anything like that pass. It's very vulnerable and I'll tell you it's incredible, it really is. We talk about accountability because we will have decided, this is the principle, this is what we're doing and often, OK, sometimes I might come in with a decision and I want it to go this way, but deep down I know it is not in line with what we agreed a couple of meetings ago – and these guys don't let me get away with anything. And sometimes, and I'm going to be very, very honest, in the midst of this passionate discussion because its right there on the table – and remember it's not about vision, it's about how we get there, there is sometimes a part of me that wants to say, 'I'm the priest!'. But you know, I could do that and there's ways to say that verbally and non-verbally – and we don’t get away with it – you get called out on it. I get called out on it. Let's be clear that the goal of senior leadership team is not to come to consensus. We don't try to find consensus. If there's no clarity on what we've got to do, I'm the pastor, I'm the leader, I've got to make the decisions, but as Pat said if people have been able to invest in the process, they're going to buy in. But I know this, that if I was ever to abuse that authority – you know no one in that room is there for the pay, they can all find better jobs somewhere else. They've given their lives to this too, to this vision, to this dream, and for me to do that would be an act of violence, and beside the point 99.9% of the time they're right anyway, and I know it. And it has been an incredible experience.

RH: And that goes for us too. We come in with great ideas, but we always leave with the best idea. And I was the last guy to get shot down in a ball of flames in a senior leadership team meeting, and it was painful. It was really painful for me because I put a lot of thought into it. I did all the pre-work, I did all the discussions, I know where we're going, I know what we're doing, and these guys didn't agree and it drove me bonkers. And I left and we just had to pause it. Fr Simon in his wisdom said, 'Guys why don't we just pause this?' because it was heated, it was, you know, I was blowing my stack. It wasn't healthy, right? That happens sometimes. And we had to walk away and as a day or two passes I'm thinking yeah, they're right. Doh! I hate when that happens.

FJM: You see it's about passion, right? We talked yesterday about the splankna, remember? You know, the feeling you get when you get passionate people who see what you don't see? And I'll tell you, it's amazing. And to my brother priests, when I first realised I had run out of strategy, I felt so alone, because I'm the pastor I've led them this far out – like we can't see the shore anymore – and they're looking at me, and I don't know what to do anymore, I don't know what to do next. I've got to pretend. I'm alone. And since we formed this team and have been living it this way, it's been absolutely profound. There is no decision – I want to speak even to the bishops here, because I think this model we desperately need it in our church – there is absolutely no decision in my leadership that I am left to work through on my own. No decision whatever. Nothing. We want to work it out together, and no one's after my job, and it's been an incredible experience. You don’t have to be afraid about losing the authority in all this.

RH: Can I say something to that too? You spoke to the priests and bishops. I want to speak to the lay people here. Can we love our pastor enough to let him make the decisions around who those 2 or 3 people are? Again, it might not be you. You might be here, and an important part of your staff or your volunteers or your leadership, but if your pastor needs people around him that can help him to be the most effective pastor possible, can we put our egos aside and let him make that decision and then support it? Whether we are on it or we're not? I remember talking to you and pleading before we got there, pleading Fr James, who are your people? And I don’t care if I'm not one of them, but you need them.

FJM: And by the way, that conversation took place several years before I knew what Ron was really talking about. I remember we were actually in Royal Albert Hall in London and he was saying, 'Who are your people?' 'Who are your team?' I was like, 'Ron, I don't know what you're talking about'. And he saw it. And many of the other staff saw it long before I did. Let's move to the next one, I think back to those three Phases.

Process not Programs

FJM: Remember, what we're covering in this chapter is Phase 2 stuff. If you are here today from a parish that hasn't really begun to do anything to move from maintenance to mission, remember your focus is going to be Phase 1. So take notes, but put it aside and go back to it in time. Because the rocking and pushing out of the snow, you've got to do that. If you go into a parish that has no culture of discipleship and evangelisation and start doing this stuff it will blow up. You need to do Phase 1. But if Phase 1 works, you've got to move to Phase 2. And we had the first couple of years doing stewardship initiatives, we had tons of stuff going on. I think we had like 73 ministries one year and 76 programs of faith formation, for adults, children and families.

RH: And we'd be at staff meetings and someone would ask a question, 'Hey, who is responsible for that ministry?' I didn't even know we had that ministry.

FJM: I loved it, it was great. I was having a ball, you know, the more the merrier. That was my philosophy. And it was kind of like, something for everyone. Like when you go to MacDonald's and there's the full menu and you can take your pick, and in one sense I do believe that in that initial phase we needed to do it like that, but once the car got moving, once evangelisation and discipleship, more people like Laurie and her family, and people having conversions, hearing testimonies, the more that just became normal, we had to shift it. Because it's not just about random programs that aren't connected to each other. This is the thing, like people would do stuff, so we had a lot of stuff going on, a lot of busyness, but the question is, 'What's it all about? What's our purpose?' It's to make disciples. And we define our purpose statement, you will see it all over the place: 'To form disciples to joyfully live out the mission of Jesus Christ'. That's our purpose; not to be busy. I mean we might be busy making disciples to joyfully live out the mission of Jesus Christ, and that's good, keep doing it. But we can be busy doing a whole bunch of stuff that's not making any difference ultimately. And so this was another thing that we had to do.

RH: It was interesting. I was in the pharmaceutical industry and I was running into the hospital and Fr Owen Connolly was the chaplain there. And he said, 'Ron, how are you doing?' 'Hey, Father, I'm doing great, I'm so busy' and he took my arm and he was so sincere and he said, 'Ron, busyness is not a virtue'.

FJM: One of the things that I had to basically repent of was my 'the more the merrier'. I honestly, to be brutally honest, I think for me, I like the chaos, I think my own needs were being met by that, I think my own ego loved 'Look how busy we are, our parking lot's full all the time, we've got every room at the school..'

RH: That's not hard by the way; it's a small parking lot.

FJM: So I had to repent from a 'more is merrier' to a new philosophy called 'less is more'. Think about when you go to a restaurant, the best restaurants. Do they have 20 page menus or 1 page menus? The point is we can actually accomplish more for the kingdom of God by doing less things and doing them incredibly well, rather than doing a whole bunch of stuff even a little bit well, or oftentimes poorly. We can accomplish more. God can accomplish more in and through us by doing less things, especially when those things are the things that actually work. A couple of weeks after we were talking about this, I actually went on the internet and googled the name 'less more' and I found a photograph of a guy from the 1940s. His name is Les Moore – so we printed it off and framed it and it hangs in the room where we have our senior leadership team meetings and actually if you walk around his eyes actually follow you everywhere you go. And if you start a suggestion, 'Hey, I've got a great idea, how about we do this?' he actually shoots lasers out of his eyes and gives you a hundred volts. Because as many of you know, it is in one sense hilarious. But it's relatively easy to say no to a bad idea, but there's tons of good ideas, and every single week – especially when parishioners start waking up and taking on the mission and getting excited – they're like 'Woah, I've got a great idea' and every day there's lots of good ideas coming for us. And when I first started I would say, 'Yes, great, go for it', I'd just light fires everywhere. It wasn't such a good idea after all.

RH: In fact, we begged Fr James to no longer say 'Yes' to anything, but to say instead, 'That's a neat idea, you need to talk to Ron', and I say 'No'.

FJM: The next thing we want to talk about is the Game Plan. You've seen these pictures. I'll let Ron introduce this concept.

RH: So an archaeological dig, sometimes you'd think they happen by mistake, don't they? Maybe a big back hoe making a building or clearing something and all of a sudden they maybe bump into something that they think might be important, and then all the tools change, right? They get rid of the back hoe, they stake everything off, and they start painstakingly uncovering things to see what's underneath. And in many ways, well, it was already there, and we're just uncovering it. And with this spaghetti approach, with this busy approach we were taking at St Benedict's parish there were some things working great, somethings working well and somethings not working at all. And at one point during this second phase – that is all about nailing down the process – we started unearthing, removing the distractions away, to see what is really working. And I know at that time I was working with Tanya Rodgerson, who was previously with C.C.O. She was a staff member here and she was a genius at helping us see through the chaos and the busyness and the clutter to see what is actually working. And the Game Plan, it was unearthed, and it has allowed us to stay laser focussed now on forming disciples who joyfully live out the mission of Jesus Christ vs 'Oh man, I'm so busy'.
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FJM: We had always had a sense of the basic movement of the Game Plan and I've got to tell you this story: that 5 ½ years ago within my first 2 months in this parish, I went to a meeting of church leaders. There were 10 churches, Catholic and non-Catholic, and I had my parishioners with me and we were asked to think about our vision for the role that Alpha would play in the renewal of our church. And I was great, getting ready to write something down and the presenter said, we want you to draw a picture, and I said, 'Man, I hate that'. It turns out that the guy I was with, his whole life ambition was to be a cartoonist. So it was great, but we sat there and we thought things over and I said to him, 'I have this image of a pump, and the handle of the pump is the Alpha question mark', because I really believe that at least at this point Alpha is the best tool that I've found to help evangelise people; people from the pews and people from outside the pews. We've always brought both together in our Alphas. I think that is very, very important. And to pump them into a discipleship process so that's the image that comes to me – a pump that is pumping people through. And he said to me, 'Wow, the image that came to me was a church building filling up from the inside with water and when it reached the level of the windows, exploding the windows and flooding the city. So this is what we drew – or rather what he drew. My contribution is the written reference to Ezekiel 47 up there beside the church. And at the top, that's not a flying fish, that's actually Nova Scotia, the blue part being our diocese. We said our vision was that by pumping people through Alpha and evangelising and discipling them our church will slowly fill up with missionary disciples who will spill out and touch and change our city. And what absolutely blows me away is the fact that a little less than 5 years later that flow of water has somehow touched many of you, to bring you here today. So that was an amazing vision that God put on our hearts and it really was the beginning of a Game Plan. You've seen this poster in our foyer

Invitational Culture: Alpha: Alpha Team: Connect Groups: Ministry: Discipleship Groups: Worship

What we struggled with was a representation that communicated process but wasn't linear. That was very important to us. It's not that you do this, then you do this, then you do this. We also wanted a process that had multiple on-ramps. So this is basically our fundamental strategy in making missionary disciples. This is not just for the people in our church. The starting point is invitational church. Yes, we want to invite those in our pews who have not yet encountered Jesus personally, experienced the power of the Holy Spirit, who have not yet become missionary disciples to take Alpha. But we want to have an invitational culture. You heard about Hayden inviting everyone. That's what we want. That's what we celebrate at our parish. Whether the people say Yes or No, that's not our problem. Our call is to invite. And here's an important thing. Here in our context in Nova Scotia, Canada, and Canada, I think is a bit more advanced in the process of secularisation than the United States – so our fundamental interface with the unchurched is not the weekend experience, it's Alpha. Because I believe there are limits to what you can do (you can still do a lot of things) but in the end it will still be a bit strange because I don't think the Eucharist was meant to be a frontline tool to evangelise. That's why if you look here, (at the Game Plan), worship is at the very end. Now that doesn't mean that we don't recognise the presence of unchurched people in our weekend. We don't have signs up saying 'Only Committed Catholics Allowed'. And we try to maximise our weekends with the 3 H's, Hymns, Homilies and Hospitalities. And often a lot of people will start coming and then take Alpha. So we try to do both, but this is our primary strategy.

RH: And it's interesting too, because at one point we did have a couple of different models that we were wrestling with and we were just about to embark on a particular journey of communicating where we were going when I was brought on full time – just about 2 years ago – and I'd realised that it was a clash of two different influences and it wasn't going to work, and so fortunately  we were able to hit the pause button before we launched it – and it was such an important piece because where we were really falling short is at the very top, the apex, which is connect groups. Connect groups are where Alpha alumni go to connect and to grow. To grow how? To growth in all of the gifts and also in the gifts of the Holy Spirit, and it's out of that model that we have our very most trusted leaders as connect group leaders who then pastor, small 'p' pastor a small church because you (FJM) can't do it. I can't do it. But we want to care for you individually, we want you to be loved and cared for. Like how many priests here often, or occasionally, get a telephone call from the hospital? 'So and so is here, they would like you to come down and visit them or anoint them or what have you', and that's really important. But I tell you if you belong to a connect group and you go down, your health goes down, you've got 30 people around you providing food for your family, visiting you at the hospital, praying for you, and yes you will call the priest.

FJM: Yes definitely we have the sacrament of the anointing of the sick once a month, we'll anoint 120 people, and we do go out to homes and to the hospitals for sacramental ministry, but that's a whole other topic. They're about the demands that this is going to mean for our model of priestly ministry, where the pastor is the personal chaplain of everyone. If we cling to that model of ministry we are never going to be able to lead anything like this. So the traditional ways of belonging to our church and having a sense of belonging was often a personal relationship with the priest – and if you are in a church of 200 people or less, that's actually what you should do, you should keep going, because that's the model of leadership appropriate to the size of your church. But if you are a church of over 500 you need to change that, and definitely if you are a church – we get a weekend attendance here of between 1500 and 1800 people on a weekend and probably have about 2000 'regulars' – that model is not going to work. And if it does work, 2 things are going to happen: the level of pastoral care is going to be pretty small proportionate to the size of this church: and I'm going to be dead in 3 months: and all the growth that we've got is going to be coming to a standstill. And so we see this process as an invitational culture. You heard about the Journey of Hope, inviting people to a pre-evangelisation program, we've used the Marriage Course, the Parenting Course, Prayer Breakfasts, but ultimately the goal is to get people into Alpha. We do Alpha several times a year. We have lay witnesses. We constantly invite, invite. I invite people as well. After Alpha our goal is to get as many people as possible either back on the Alpha team or into a connect group. Because Alpha team is our basic leadership pipeline. You can only be in the Alpha team circle for a couple of years and then we literally fire you. You get moved on. Because a pipeline can only function as a pipeline if it keeps flowing, if people come out. And this often happens in churches, people often own their ministry and they block the pipe. And see we want – you heard about Laurie – essentially Laurie was formed in her leadership through the experience of Alpha team, so that when we fired her we said to her, 'What's the Lord's call on your life?' and then we came around to her and equipped her for this new ministry. You see connect groups (on the Game Plan). When I first started doing Alpha many years ago my primary concern was to fill in the catechesis. So that was it, get people through Alpha, and those who have – or have had or have been touched or have had an experience, let's bring them in and let's fill out the theological picture. That was my primary concern. But I still realised at the same time that we lost a lot of people. Those of you who have done R.C.I.A., do any of you lose people after the Easter Vigil? Happens all the time. And I became convicted that we need to focus primarily after people are evangelised into getting people into community, authentic Christian community, where, as Ron said, they can grow. So connect groups are primarily about connecting, they're about community, where people are loved and known and supported and are accountable to and for one another. And when people are caught up in a web of relationships, then they've got the rest of their lives to grow.

Ministry. We call everyone into ministry. Anyone can enter a ministry. We'll still invite people back to Alpha. We are seeking to have ministry shepherded from within connect groups. Ron, how many connect groups do we have right now?

RH: 13, I believe. We just had 3 new ones. 2 new ones, and I'm hoping to close another deal – right after we're done talking – and start our next one. But it's not growing. It's not keeping up with demand. Our demand far outweighs our supply, but it's really important. One of our values is we will not grow at a pace that exceeds the leaders that God reveals to us and raises up. Because I don't want to do anything poorly, it's important we do a great job. So we will not start something until we have the right people to lead it, and it's hard.

FJM: The next symbol is Discipleship Groups. It looks like a little flower or like 3 people gathered around a book. These are our small groups that are focussed on content. This is where our catechesis happens; adult catechesis, bible studies, different programs, and unlike what we did in Phase 1, where we had everything in the building with these big groups, we have decentralised this. All of the connect groups happen in homes. The discipleship groups, the majority of them happen in homes. Small groups between 4 and 10 people who will gather for some program whether its 4 weeks, 6 weeks, 8 weeks, 10 weeks. And the number of groups will fluctuate. Last Lent I think we had about 90 groups meeting at homes. We try not to manage this as much, because it would be impossible to manage. We want it to be impossible to manage. Because we want to say, 'grab 3 or 4 friends and gather for coffee and watch a DVD and talk about it'. That's it. We will vet resources though. We want to vet what people are watching, you know, we don't want any crazy stuff, you know what I mean. So, we're still kind of implementing this, in changing that model, but it has already started to bear fruit.

And finally, the final piece is Worship, and you'll see it’s the chalice and host are someone doing this, (person with raised arms) symbol of worship because the Eucharist is meant to be the source and summit of the Christian life. The problem is that in most of our parishes all we do is the Eucharist. The only experience of Christian life people have is the Eucharist, and it is not the source of anything, it's not the summit of anything, and the life, the vitality that can come through the Eucharist is blocked. And we believe that when people live the Game Plan to the fullest that's when worship will truly come to life.

And I think of someone like Laurie and her family, I mean, a perfect example, you know she was invited, she experienced an invitational culture here, she eventually did Alpha, she did her time in the Alpha team, she went into a connect group. (In fact I understand that Alan and Laurie are actually in 2 different connect groups – it could be a possible source of divisiveness to which connect group they might eventually end up in together.) Involved in disciple ship groups and then finally worship comes to life, and then ministry, involved in ministry. So it's been an incredible blessing for us.

We have 5 minutes and we've got a few more things to cover, but here's a picture of our family friendly connect groups, and I wish I had time to tell you the story of every person in this picture, because as you'll see Johnny B there, there's Laurie and her family at the back there, it's such a delight. Hundreds and hundreds of these gatherings have happened over the last number of years, and I think I've gone to 3. I was at one a couple of weeks ago, and I just ate food and prayed, and as we were singing and praying together there were babies crawling over my feet – I was in heaven. It was just such a joy to see this happening.

The Three Able's of Ministry

FJM: This actually came to me, I was thinking about this and it's not new, per se, but the idea of the 3 Able's of ministry, and the first one came out of the experience that we've talked about. The others followed. Sustainable, Scale-able and Transferable. We just want to say something quickly about it. Sustainability, this was Ron's big thing in calling me out, because, well, you tell the story.

RH: So Fr James' health actually wasn't so good for the first number of years he was here. He would get a virus of some sort, and it would take him down big time, and that would happen several times a year, and plus he'd be travelling and things like that. So he physically was not healthy, his schedule and all the other demands he had, plus the pressure of being a pastor of a big parish like this was hard. And he wasn't healthy and he knew he wasn't healthy, and people came along side of him and helped fund a consultant to come and help us restructure, which was wonderful. And he started getting healthy, because we had a healthy structure, which allowed him the support he needed to get healthy. And his physical health even got better, and that was great, but our staff – at the time I mentioned – they were burning out too. So he was healthy but we weren't healthy, and so, I'd say, OK I'm glad you're doing good, but we're not. It's so good for you.

FJM: I was so happy. I'd tell, 'I'm feeling so great everyone', 'yeah, well, we're not feeling so good'.

RH: And so we realised that we needed to stop every now and again because we red line here. We work really, really tirelessly. We've got amazing both volunteers and staff that give like you can't imagine. And we need to care enough about them to see when they're red lining and we need to say, 'How are you doing?', 'What's going on?', and 'How can I help?' We need to be sustainable, which means healthy, as individuals and as a staff team, as leaders and volunteers.

FJM: Healthy things grow and bear fruit.

RH: Amen.

FJM: The second thing is scale-able. Why does something need to be scale-able? If you're innovating and looking to create and establish a model, create something from the start that is scale-able, that can grow. Why? Because if your church is healthy, it will grow. If you have a missionary church, it will grow. You heard Laurie's story about her ministry. She started, she found one other person, within a year she had raised up other teams. They were able to multiply these courses. It was set up from the start to be scale-able. And if we have ministries that are running that are all focussed around one person, who is running around really, really busily and not calling out other people, not raising up other leaders, it's not going to grow. And your proportional impact is going to be very little in the larger organisation, even though you're very, very busy. So make it scale-able.

And finally transferable.

RH: That scale-ability thing, if I could just speak into that for a quick second, I know we're running out of time. If often does start with one person. And they're really good at something and we have to figure out why they're good at it. They often don't know why, and we help them figure it out and it only then does it become scale-able. Because sometimes people are just really good at stuff and we know that, but we've got to figure out why they're really good at it, and sometimes it's partnering up with them to understand it, and once we do understand it, then we can give it away, and that's the transferability piece. Like once we understand, then we become consciously competent. Ken Blanchard has a great book, 'The One Minute Manager' and stuff and he talks about those principles. But once we became consciously competent and knew why, we became really good. Then we can teach other people and give it away. And one of the things that we value here is to become a blessing, as much as God calls us to, to anyone who asks. And that's part of the reason we like to have churches like you understand what you are doing that works well, so you can bless your local diocese. So that people when they come to you – not when you go to them, unsolicited advice never works…

FJM: It doesn't work. I tried it.

RH. Yeah, you did. (laughter) You got shot down like a ball of flames. It was awesome. (more laughter) I told him not to do it. He did it anyway. (more laughter) He thought it was the Holy Spirit. It was indigestion. (more laughter). But when people knock on our doors we want to pour ourselves into people, so that they can make church work. We just love the church, don't we? We love the church.

FJM: Here's the thing, you know. As I said at the end of yesterday morning I'm sure, I wish I had an hour to spend with every single one of you here. Because I know there's things you're doing in your churches that we could benefit from, and learn from, especially if you're innovating. But if you've made the decision to move from maintenance to mission, and you do find something that works – and by the way for everything you find that works it takes about 3 false starts or mistakes to get there. But don't be afraid of taking risks. But when you do find something that works and bears fruit, we have a responsibility to communicate that to others, and to ensure that from the beginning when we construct a model of ministry to be a part of fulfilling our strategy and purpose that it should be transferable. That we should be able to say, 'here's how it can work in your context'. Finally we are just quickly, I'm going to ask Ron to speak about 3 Critical Success Factors for Ministries.

RH: And the 1st thing is, and we communicate this to all our ministry leaders. You need to be healthy. 'Health vs Toxicity'. Just because we are doing the Lord's work in the church doesn't mean we are healthy. Toxicity can reign in churches, and it stifles everything. So we teach people how to have that talk. Within team environments do we want to be healthy or are we going to let toxic rule? Because culture is created by two things: what we reward and what we tolerate. If we tolerate toxic behaviour, then that's the bed you made, and you actually deserve it. So root out toxicity. We demand health. And we get toxic from time to time, and we need to call each other out, and love each other enough, the mission that we're on can't. I always say, everybody has a bad day, but when a bad day turns into a bad week, a flag should go up. And a bad week should never turn into a bad month when you are in leadership, because there's too much at stake, and I need you to love me enough to call me out when I'm toxic.

The 2nd thing is a 'leadership pipeline'. Understand your ministry. Understand the different roles in that ministry. Rank them in terms of influence and responsibility. Your early entry points should have low responsibility and low impact. But the more you move through a pipeline, you grow in impact or influence and responsibility. But you need to define the different places because once you've defined each role, what it takes to be good at it, then you can have a great culture for apprenticing. Because now you actually understand your ministry, what's required at each phase, and how you need to grow people through your ministry. It was Rick Warren who said, 'don't use people to build up your church, use the church to build up your people'. What if we applied that to ministries as well? We want to make people great here by being a member of St Benedict's parish and what we do.

FJM: Ron began this morning by talking about whether we have the capacity to learn, the willingness to learn, whether we are teachable, and in truth, some days we are, some days we're not, especially when there's ego and there's pride and we may have, you know, come up with this great idea. Something we thought was great, and it turns out it's not so great and rather than having an honest conversation and backing away we double down. But sometimes it's not just bad ideas that are a threat to this, or bad models of ministry, but again, if you get something that starts working - eventually it's not going to work, and we need to be willing to allow ourselves to be pruned, and to allow our ministry models and our leadership structures to be pruned as well and 'pruning' is always a painful reality. It's always difficult. And yet Jesus says, you know, 'I will prune every branch that bears no fruit, it will be cut down and put in the fire'. But here's the thing, 'Every branch that does bear fruit, I'm going to prune it.' Why? So it will bear even more fruits. See it's not enough to have a good plan or a good model or something that's kind of working. If it's kind of working, let it be pruned so that it will work better. Let it be pruned again. Because as Ron said, we owe it to the Lord, to the mission of the church, to be the best that we can so that grace can build on nature. It's only the Lord who ultimately produces this fruit. So the question for us this morning is, 'Are we willing to learn?' I'm saying this to a bunch of people who have travelled to come and learn, so praise God for that.

So let's stand together and take a moment just to reflect on our ministries. I want you to think right now of everyone back home, your home parish, your staff, your ministry leaders, your volunteers, and let’s ask the Holy Spirit to reveal to us, to bring to mind to whisper in our ear, our hearts and our minds anything that we need to prune, even the things that might be working, even the things that are working. Does the Lord want to prune it, so it can bear even more fruit? So let's just wait, let's just ask the Holy Spirit to come as we did yesterday morning. I invite you to just close your eyes and just, if you're comfortable, to open your hands to just pray 'Come' in the silence of your hearts. Come Holy Spirit. Come Holy Spirit. Come into this place Lord. Speak to us now Lord. We come with expectant faith Lord. Come Holy Spirit. Holy Spirit you are welcome here. When the Holy Spirit comes, He will speak truth into our lives, and into our ministries and convict our hearts. (music)

You are welcome Holy Spirit. Come, Come Holy Spirit. Speak to us Lord. Speak into our hearts as we imagine our parishes, our ministries, our staff, those at home, even those who are here with us Lord. Convict our hearts right now. What do we need to stop doing? What needs to be cut and removed? What needs to be pruned Lord? Speak now, into our hearts, convict our hearts.

RH: I just invite you to, as you are praising God, as you are making space, to just to, if you've never just put your hands up before or just as a sign of openness. I see this hole here, and God just pouring His grace and mercy on us. Just allow, like Fr Simon talked about in his homily the other day, let it rain down on you. You don’t have to do it, but if you've never done it before allow yourself the freedom as you're singing this next verse to just raise your hands. Come Lord Jesus.

I just get this image while we were praying, this beautiful image of just being in a big field, with flowers all over the place, and just dancing, just hands in the air, just so aware that God's just pouring His mercy, His grace, incredible freedom to just be yourself. You're loved. You are loved. You are loved. It's awesome. As we were praising I just see this field and I was just dancing, and God's rejoicing and just smiling. He loves you. Fr James used to have a dog, and he used to love to watch him run, because the dog was crazy, it just loved to run. You were meant to praise God. You were made to praise God, to experience His love and to give Him glory and praise. Thank you Lord. Let us just dance with You as we sing this (music)
We praise You. Let Your love just pour down on us, wash away our egos. Praise You Jesus. Praise You God. You are awesome.

FJM: Father we bless You and thank You. We thank You for this time of grace. Lord we remember Your word to us to not be afraid. Do not be afraid. And Lord I pray for the parishes here today who are looking at beginning Phase 1, and with everything that that means to push the car out of the snow, and Lord I pray that they may not be daunted because Lord, You are pushing with them. You are with them. Lord, I pray for the parishes who perhaps are on the verge of Phase 2 and might not know it. Lord, I pray that You will give them wisdom to truly know what to let go of, what to stop doing, what to focus on. And Lord, I pray for any parishes here today that who are moving towards Phase 3, because Phase 3 doesn't happen when Phase 2 is finished. That's the amazing thing, Lord, Phase 3 happens one person at a time, just like Laurie, as she is equipped for mission and off she goes. Just like Flavia, she's equipped for mission and off she goes, and like other people throughout the world. So Lord we bless You and thank You for this day. We pray through Christ our Lord. Amen.

(The remainder of the video recording has some housekeeping announcements regarding lunch, dinner and transport, and some more music.)
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You can view the recording at https://www.youtube.com/watch?v=bUtE9nbMsjE
This talk begins around 32 mins 40 seconds in.
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For a 16 page print friendly version, that has edited out some of the 'just', 'so', 'and', and other not fully necessary linking words, and has edited a few other bits to make it flow better, download the PDF below. The testimony that began the plenary session has been included, because it is referred to several times in the main presentation.

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​Personally I suspect that Phase 3 is corporate and not individual. That healthy things not only grow, they reproduce. Whether that is in birthing new movements and ministries, or whether that is pioneering new parishes with the right culture from the get-go, or both, we'll have to wait and see. 

Dear Friend, what you are experiencing in your parish and in your diocese is sadly rife throughout the world. Even though it has been a few years since I last visited your diocese, I recall that I came home and prayed very hard for each of the priests I came across.

I must have read 'Warning from the Beyond' at least 20 years ago. So it is time that I re-read it. What I do recall is that I made several changes in my life as a result of reading it.

When things have got to the sorry state where from the pulpit you are not encouraged to commit to Sunday Mass each Sunday, where you are discouraged from frequent confession, where the pulpit is used to promote things other than Jesus, where it is hard to pray prior to Mass due to all the chatter and where those in various service roles at Mass couldn't pass the dress code to get into St Peter's Basilica in Rome – then the only remedy is prayer, and lots of it.

Nobody willingly gives up an error that makes them and those they speak to feel comfortable and feel like good people. Only the Holy Spirit can make that happen. Talking to them, pointing out the errors, giving excerpts from authoritative documents to read isn't going to make a single jot of difference until the Holy Spirit opens their hearts – and even then it might be many months and years before they are ready to hear these things.

So prayer is absolutely essential.

But there is a danger that an 'us and them' mentality creeps in, 'the goodies and the baddies'. If it does, it will undo all the good prayer work. 'There but for the grace of God go I'. View them as a brother or sister in Christ who is in deadly danger and who doesn't realise what a serious condition they are in.

Here's the fight back plan:

Remember we are not fighting against our sick brothers and sisters, but against the evil agents who made them sick.

Firstly we have to have our own house in order.
Daily prayer, regular self-denial, Sunday Mass, Daily Mass if possible, monthly Confession, daily reading from the Bible, and daily reading from the Church's Magisterium (catechism, papal documents, lives and writings of the Saints), regular prayer with others, significant regular giving to worthy causes, regular outreach evangelistically, regular service to those in need, regular quality time spent with spouse and family.

Then we pray.

Firstly at every Mass, after the Our Father and Lamb of God, when the time comes for the priest to receive Holy Communion - that's the best time to pray silently and fervently for the Holy Spirit to work powerfully in the priest's mind and heart. It also makes it easy to remember to do.

If there isn't a group that prays the rosary before or after daily Mass, start one. Our Lady's message to St Dominic was that with the Rosary every heresy can be conquered. Parishes that have regular recitation of the rosary in their churches and Mass centres have done much better at keeping the faith than parishes that don't have this.

When someone comes across your path and whispers that they are unhappy with what is going on, invite them to come and pray regularly with you. Keep any grumbles to an absolute minimum and keep the focus on prayer and upon Jesus who has the power to change any situation and any person's heart, mind, soul, spirit and body.

Be open to the Holy Spirit. Beg Him for the guidance, spiritual gifts and charismatic gifts that will make the necessary difference. Human wisdom, elbow grease and ingenuity are as nothingness and straw compared to what the Holy Spirit can do. Listen for His promptings, discern what is from Him, then gather your courage and act upon it.

Start using some of these prayers and novenas.
Particularly pray them for priests and bishops and anyone in authority, especially school principals, teachers, youth group leaders, catechists etc

33 Adorations of the Cross on Fridays (contains a promise to soften hard hearts)

30 consecutive daily Holy Communions (contains promise of eternal salvation for a person whom you can choose)

Novena of Holy Communions in honour of Jesus, King of All Nations (promises help of the angels for the person it is offered for)

The 365 day St Bridget novena in honour of the wounds of Jesus (contains among other promises, promises of eternal salvation for family members)

Will you see any immediate impact from these prayers? Sometimes yes, sometimes no, but the timing of the answers to prayer is God's business. That He will keep His promises is certain, when He will keep them is up to Him.

Get into holy rhythms of life… Read up on the promises attached to the 9 First Fridays and 5 First Saturdays and make them the hinge of each month, and encourage others to do the same.

Message to an American mother of three, 'Apostolate of Holy Motherhood', March 15, 1987:
Christ Child: "I want all My children to practice the Nine First Fridays’ in reparation for sins and the Five First Saturday’s in honour of My Mother so that the tide of evil sweeping across the world will end in defeat. These two monthly devotions, if practiced faithfully by My followers, would alone win this battle, so great are their power in appeasement of divine justice and the eradication of sin and evil."

Then remember that God wants these sorry situations to change even more than we do.

Take heart and enter the battle.

Write Non Fiction In November : #WNFIN Day 5

This one is going to be a ramble, and we'll see where we get taken because after many, many tries I couldn't find the topic on my own.

Why is it that so many hopes end in a whimper and not a bang? Over the last few days there's been a 'prophetic summit' in another part of the country. I held out such great hopes for it, but very little has been released about it online yet. I started watching a video clip and found lots of thank you's, a collection of offerings and a bit of an altar call, and no sense of where the rest of the hour plus long video clip is going. So until I find both the time and the patience to watch the rest of it, it will be in the 'yet another disappointment' category.

But at gatherings like those are where our missing generations are. There's very rarely a grey hair among them, while there's very little health and vigour among us – just lots of wisdom, experience and well tested commitment. How could two such disparate groups come together without imploding or exploding disastrously? We know that God loves both groups, and unless there are partitions in heaven, they are going to have to coexist there somehow. Obviously God has a plan to keep harmony in His heavenly realm, so theoretically there is a practical solution that will work on this side of eternity too.

It is something that we need to work for and to pray for. It is not good for either group to be without the balance that the other group would give, despite how rocky the road to unity might be.

We must believe that our octogenarians and our nonagenarians are extraordinarily precious in God's sight, and that's He's not finished with them yet, and that they have a vital role to play in what God is bringing to birth in our era. They are the ones who have prayed and wept as they have seen children and grandchildren and great grandchildren, nieces and nephews, grandnieces and grandnephews decide to live as if God doesn't exist. If there is to be a massive harvest of souls, these are the ones who have prayed the price for it. Why must it be that those who sow in tears rarely get to see the harvest they worked so long and hard for with? Without these holy elderly ones and their prayers and sufferings our world would be much worse than it is. They are the ones who have kept the lamps burning and the lights on so that when the great return begins, there is something to return to.

This brings me to the modern generation of mums and dads. I will be unexpectedly facing a small cohort of them in two days' time. By and large we don't see them worship with us, but there's still just enough faith for them to bring their children to be prepared for the sacraments of initiation or – more likely - as an 'insurance policy' to get their children into faith based schools. These parents have been entrusted by God with these school aged youngsters, and He certainly expects them to be the prime teachers of faith in Him to these little ones. Sadly the children tend to get taught by parental example that sport and extracurricular things like dance classes and martial arts, as well as financial and social success are far more important than the things of the soul and the things of eternity.

How do we reach both parents and children? What can crowbar open their hearts to let the remembrance of God in with enough power to transform behaviour and morals? Only the Holy Spirit is capable of such a feat. Just diligent praying isn't enough. Sadly the most fruit I have seen is an occasional parent return once to the confessional, but never be seen again after the preparation classes are over or after the child reaches high school.

For this too God must have a solution if we pray and work for it. He alone knows what will unlock their hearts to Him, and we must seek Him for those solutions and strategies.

I do know that it is hard to deal with the anger resulting from so much wasted effort for so little reward and even less gratitude. Sometimes it feels like a swarm of locusts come to eat whatever they can find and then leave. We have so few able bodied faith-filled people to lead these sacramental preparation classes, and as you can guess the gradual demoralisation of these good people at the paucity of response to these magnificent sacraments of God is an ongoing tragedy.
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May He who has the effective solutions to these two big troubles of our age rise up and come to our aid! May He come swiftly and reply. May He put to flight and crumble all of the barriers the enemy has set up over the years. May we see Him work in power in this season and begin the great return of the prodigals. Amen.