We in the church have long been familiar with the struggle against the powers of darkness but now, along with the spiritual conflict and age-old difficulties in taking the Gospel out into the world, we face new difficulties where the church must compete in a global market. Leaders within the church and para-church organizations are now called upon to think differently, to create a long-term strategic plan with a compelling vision for the organizations and churches they lead. There is an expectation for strategic leaders within the church to possess a special mental and physical readiness to deal with the uncertainties and ambiguities of the times and to take the initiative in the conflict with the powers of darkness.

This book is written for those leaders who essentially want to be effective strategic leaders in church and para-church organizations. As well as dealing with the spiritual strategic arena in which the strategic leader operates in these times in which we live, this is a very practical book, covering such things as the gathering and analyzing of strategic information, the art of a general, formulating and implementing strategies and emotional resilience to see the vision of the organization come to fruition.

Yes, we do live in turbulent times… but as Christian leaders there is much we can learn from the new disciplines and strategies being developed by our global leaders. This leadership second series has seven sessions that can each be completed in 60 to 90 minutes.

ntroduction

Seize the Moment, With the Future in Mind

 “Carpe Diem- Seize the Day!”

Chapter 1

The Strategic Arena (Where it all happens)

A. Asymmetric Warfare

1. Take up your position - Ephesians Chapter 6 Verse 11b

2. Carry on to Victory - Ephesians Chapter 6 Verses 13b & 14a

B. What does it mean to be a Strategic Leader?

1. Strategic Leaders are Thinkers and Planners – Not Rhino’s

2. Strategic Leaders Include Everyone

3. Strategic Leaders Lead by their Presence

3.1 Intellect

3.2 Energy

3.3 Selflessness

3.4 Morale - Interest in those they lead

3.5 Leading from the Front

4. Strategic Leaders Create a Compelling Purpose

4.1. Mission

4.2. Power of Core Values and Ideologies

4.3. Strategic Vision

4.3.1 Value of a Strategic Vision

4.3.2 Creating a Strategic Vision

4.3.3 Characteristics of a Great Strategic Vision

Chapter 2

Beyond the Vision – What Are Our Possibilities?

Gathering and Analyzing Strategic Information

 A. Network of Associates

B. Growth/Share Matrix

C. S.W.O.T. Analysis has Four Parts

D. Competitors Analysis (Link to SWOT and Growth/Share Matrix)

E. Human Resource Analysis (Link to SWOT and Growth/Share Matrix)

F. Physical Resource Analysis   (Link to SWOT and Growth/Share Matrix)

G. Using Demographics

H. Organizational Chart

I. Market Segment & Competitive Advantage of Present & Prospective Services (Link to SWOT and Growth Share/Matrix)

 Chapter 3

Setting The Tone – Forward, Ever Forward

A. Clear Objectives

B. Achievable Goals

C. Mind Map

D. When Should Strategic Planning Be Done?
 

Chapter 4

Quo Vadis – “Where do you go?” -  Formulating Strategies

A. Prayer

B. Scenario Building

C. Broad Reading

D. Identify Core Competencies

E. Involve Others in Selecting Strategies

F. Marketing Plan

1. What is Marketing?

2. Market-Driven Organization

3. Pinpointing the Target Market

4. Building a Long-term Loyalty

4.1  Focus on People

4.2 Devotion to Quality of Service

4.3 Attention to Convenience

4.4 Concentration on Innovation

5. The 4P’s of Marketing

5.1 Products and/or Services Strategies

5.2 Price

5.3 Place – Where will you market? (The path to the buyer)

5.4 Promotion & Image Strategy

G. Strategic Human Resource Management Plan

Chapter 5

Art of the General - Implementing Strategies

A. Strategic Implementation is about Success and Flexibility

1. Flexibility

2. Choosing a Strategic Thrust

2.1 Cost Leadership

2.2 Differentiation
2.3 Focusing on Niche Marketing

3. Guidelines for Choosing and Writing Effective Strategies

3.1 Set Priorities
3.2 Desired Outcomes or Goals

3.3 Milestones and Timelines

3.4 Support the Direction of the Organization

3.5 Action Orientated

3.6 Assessable

3.7 Innovative

3.8 Support HRM Development

3.9 Determine their Validity

3.10 Allow for initiative

4. The Action Plan

5. Effectively Communicate the Strategies

B. Strategic Implementation is About Accountability

C. Unleashing the Force - Reviewing Strategic Decisions

D. Executive Summary

E. Contents of Strategic Plan

Chapter 6 – The Art of Persuasion

A. Speak the People’s Language

B. Open Communication

C. You Cannot Over-communicate

D. Principle of a Presentation

E. Structure of a Presentation

Chapter 7 – Final Thoughts

Never Lose Sight of the Bigger Picture - ‘Emotional Resilience’

 A. Wintertime Experiences in Life 

B. Power in Revisiting Your Vision

C. Be Relentless