Lighthouse

Lesson #7. They multiplied workers

The seventh and last lesson on how to help an existing church fuel disciple making movements. For the background you’ll need to listen to my interview with David Broodryk.

Lesson #7. They multiplied workers

Once the change was locked in at Lighthouse, Broodryk re-engineered his contribution as a movement catalyst. He passed responsibility for introducing disciple making movements throughout Cape Town to Snyman. Snyman became the movement catalyst for Cape Town, through his leadership of Lighthouse and his training and mentoring of other church leaders. Broodryk had helped him catch a vision for reaching his city — a vision that was greater than the ministry of any one church.

UPDATE; Interview with Peter Snyman.

Lesson #7. They multiplied workers

The seventh and last lesson on how to help an existing church fuel disciple making movements. For the background you’ll need to listen to my interview with David Broodryk.

Lesson #7. They multiplied workers

Once the change was locked in at Lighthouse, Broodryk re-engineered his contribution as a movement catalyst. He passed responsibility for introducing disciple making movements throughout Cape Town to Snyman. Snyman became the movement catalyst for Cape Town, through his leadership of Lighthouse and his training and mentoring of other church leaders. Broodryk had helped him catch a vision for reaching his city — a vision that was greater than the ministry of any one church.

UPDATE; Interview with Peter Snyman.

Lesson #6. They built momentum

The sixth lesson on how to help an existing church fuel disciple making movements.

For the background you’ll need to listen to my interview with David Broodryk.

Lesson #6. They built momentum

Turning a church of 3-4,000 people around takes time and time erodes vision. To build momentum vision had to be validated by action. Snyman and his teams gathered stories of people who were far from God becoming disciples of Jesus. This kept everyone motivated during the long haul of transition.

People could buy in at their level of readiness and availability. Not everyone accepted the new direction. Not everyone was ready to go into the community and make disciples. But Snyman was determined not to generate opposition and division by expecting everyone to come on board at the same pace and level of commitment.

Lastly, Lesson #7. They multiplied workers

Lesson #6. They built momentum

The sixth lesson on how to help an existing church fuel disciple making movements.

For the background you’ll need to listen to my interview with David Broodryk.

Lesson #6. They built momentum

Turning a church of 3-4,000 people around takes time and time erodes vision. To build momentum vision had to be validated by action. Snyman and his teams gathered stories of people who were far from God becoming disciples of Jesus. This kept everyone motivated during the long haul of transition.

People could buy in at their level of readiness and availability. Not everyone accepted the new direction. Not everyone was ready to go into the community and make disciples. But Snyman was determined not to generate opposition and division by expecting everyone to come on board at the same pace and level of commitment.

Lastly, Lesson #7. They multiplied workers

Lesson #5. They harnessed the radicals.

The second lesson on how to help an existing church fuel disciple making movements.

For the background you’ll need to listen to my interview with David Broodryk.

Lesson #5. They harnessed the radicals.

Once they identified the radicals and early adopters, they began building teams to fuel implementation and bring others on board. Some of the radicals were staff members, many were not. What mattered is that these people has demonstrated by their actions that they would make disciples.

These teams became the engine-room for change. Teams reached people who Lighthouse would never reach. They gathered to report progress, lessons learned, and identify obstacles and how to overcome them. They trained and mobilised others.

Next: Lesson #6. They built momentum

Lesson #5. They harnessed the radicals.

The second lesson on how to help an existing church fuel disciple making movements.

For the background you’ll need to listen to my interview with David Broodryk.

Lesson #5. They harnessed the radicals.

Once they identified the radicals and early adopters, they began building teams to fuel implementation and bring others on board. Some of the radicals were staff members, many were not. What mattered is that these people has demonstrated by their actions that they would make disciples.

These teams became the engine-room for change. Teams reached people who Lighthouse would never reach. They gathered to report progress, lessons learned, and identify obstacles and how to overcome them. They trained and mobilised others.

Next: Lesson #6. They built momentum

Lesson #4. They widened the circle and narrowed the focus

The fourth lesson on how to help an existing church fuel disciple making movements.

For the background you’ll need to listen to my interview with David Broodryk.

Lesson #4. They widened the circle and narrowed the focus

Formal and informal leaders bought in. Awareness in the church spread. Broodryk then launched a third training for the whole church. The training focused on a vision for disciple making movements and the skills required to immediately begin making it happen. People were invited and challenged, but they were not compelled. There was never an expectation that everybody would immediately jump on board.

Instead, the purpose of the training was two-fold. First, orient everybody to disciple making movements and give them the skills to get started. Second, identify those who immediately began applying what they had learned. Who was out doing Discovery Bible Studies, forming groups and making disciples?

Next: Lesson #5. They harnessed the radicals.