In the Great Commission, Jesus instructs his followers: “Therefore, go and make disciples of all nations, baptizing them in the name of the Father and of the Son and of the Holy Spirit, and teaching them to obey everything I have commanded you.” (Matthew 28:19). This is the job description of every Christian and every church, to make more and better disciples of Jesus. This is the church’s raison d’etre.
The most important thing a church does is design a process for making more and better disciples of Jesus Christ. Everything we have and everything we do in the church is intended to be a tool for accomplishing this mission.
In the book, Simple Church, by Thom Rainer and Eric Geiger, we learn that leaders in the church are called to be designers, not programmers. If church leaders take this call seriously, then they are charged with a very important responsibility: To design a simple, step-by step process that moves people through various stages of spiritual growth. This sequential process is implemented in every area of the church, including all age-level ministries, and the staff, leaders, and members are taught to fully understand the process and work together as a unified body to move people through the steps. Anything that does not directly support the disciple-making process is abandoned.
Such a process has some distinctive characteristics. It is:
- Intentionally designed, not carelessly thrown together.
- Straightforward and simple. (And the simplicity is fiercely protected; we don’t lengthen it, add to it, or otherwise complicate it.)
- Strategic insofar as (1) it is tied to the mission and vision of the church, and (2) it is structured by clearly defined, sequential steps.
- Aimed at transforming people into the image of Christ.
Steps in Creating a Simple Church: Process
Clarity → Movement → Alignment → Focus
Clarity: The ability of the process to be communicated and understood by people. Clarity eliminates confusion. Remember, understanding always precedes commitment, so if we want people to commit to our church by investing their time, talent, treasure, and witness, they need clarity about who we are, what we are trying to do, and how we intend to do it. Without clarity it’s difficult to get buy-in, and without buy-in people usually don’t give, especially if it requires sacrifice. So, the staff and leaders not only need to fully understand the process, but they must also teach it to everyone they serve.
Movement: The sequential steps in the process that cause people to move to greater areas of commitment. Movement is what causes someone to go to the next step. It’s what happens in between programs.
This means that we do not evaluate the success of our ministries as isolated units but according to how people are moving through our discipleship process. For example, we don’t say, “Worship is going great because we had a 10% increase and nobody is complaining about the music or sermon.” Rather, we say, “Worship is going great because we had a 10% increase in people moving from worship into a Bible study where they are growing more deeply in their faith.” We don’t focus on the number of people who attend a program, but the number of people moving from step one, to step-two, to step-three in the process that leads them to greater maturity and commitment to Christ. Hence, “hand-offs” from one step to the next are very important. Unfortunately, the church often fails to execute (or even pay attention to) hand-offs because leaders often focus on isolated programs and work in silos. Pastors need to train their leaders to pay as much attention to handoffs as the programs themselves, because programs are only valuable insofar as they move people through a discipleship process that transforms them into the image of Christ. Therefore, every program/event/ministry must fit somewhere in the sequential process, which brings us to alignment.
Alignment: the way that all ministry departments embrace, submit, and attach themselves to the same overarching process. “Alignment ensures the entire church body is moving in the same direction, and in the same manner” to accomplish the same mission. Everyone is operating from the same ministry blueprint, and replicates the process in their respective areas. Without alignment, the church is not a unified body but a tangled bunch of various sub-ministries that work in silos and compete for space, money, volunteers, and time on the calendar. Leaders not only fail to work cooperatively to accomplish a single mission, but they often (even if inadvertently) work at cross purposes. Achieving and maintaining alignment is painful, but failing to address misalignment is more painful and costly in the long run. (Think about your car being out of alignment. It is cheaper to get an alignment than buy new tires. It is safer to get an alignment than to risk a blow-out and possibly suffer a car accident.)
Focus: the commitment to abandon everything that falls outside of the simple ministry process. We only say “yes” to the best things that help us accomplish our mission by working our process. We say “no” to things that do not directly move the process forward or that are “good” but not “the best,” knowing that extra programs will compete with and pull people away from our primary strategy for making disciples.
Focus is the most difficult element to implement. It takes deep convictions and guts. “Focus does not make church leaders popular.” As you say “no” to things that the church has always done, or “no” to new ideas that don’t directly move the process forward, people will get mad at you. Despite our best efforts to explain the importance of the simple church model and how it will lead to more fruitful ministry, staff will quit, leaders will resign, and members will leave the church as we execute focus. Leaders survive this turbulent time by focusing on being faithful to Christ, being totally committed to his mission, and having faith that God will reward our obedience by sending us the people we need, regardless of who leaves. If we can’t muster the commitment and resolve needed to execute focus, then all the work described above (clarity, movement, and alignment) will be for nothing. The process will quickly get buried in clutter and soon be forgotten.
So leaders must be careful to “count the cost” before they decide to embrace the simple church model and start designing a discipleship process. Jesus says in Luke 14:
28 “Suppose one of you wants to build a tower. Won’t you first sit down and estimate the cost to see if you have enough money to complete it? 29 For if you lay the foundation and are not able to finish it, everyone who sees it will ridicule you, 30 saying, ‘This person began to build and wasn’t able to finish.’ 31 “Or suppose a king is about to go to war against another king. Won’t he first sit down and consider whether he is able with ten thousand men to oppose the one coming against him with twenty thousand? 32 If he is not able, he will send a delegation while the other is still a long way off and will ask for terms of peace. 33 In the same way, those of you who do not give up everything you have cannot be my disciples.
While moving toward a simple church model will lead to growth (both deep and wide), it requires leaders to make difficult decisions that will upset people. We have to be aware of this from the beginning so that we don’t do all the work and then fail because we don’t have the resolve to see it through.
 This blog post is a summary of Simple Church, chapter 3.