Session 1

Summary: The discussion emphasized that leadership begins with honestly defining current reality, which has changed so much that it demands new courage and approaches. Churches that were once vibrant are struggling, while others are growing, creating tension and perceptions of competition. Leaders noted the shift in culture from Christian assumptions to widespread spiritual illiteracy, especially among Gen Z. The church must recover its prophetic voice, encourage authenticity, and provide support without discouraging struggling pastors. Ultimately, hope lies not in politics but in the church’s mission to pursue the Great Commission with focus and faith. The session ended with participants reflecting on personal takeaways to apply in their own contexts.

SESSION 2

Summary: The discussion highlighted that leaders must adapt to new, complex realities rather than simply trying to “fix” problems. True assurance comes from trusting that God fully knows what we only partially understand, with faith, hope, and love as essential anchors. A key tension in leadership is balancing purpose and relationship—both are necessary, but denominational staff often lean toward purpose. Churches and networks that plateau or decline face inertia, like being stuck in a snowdrift, requiring intentional strategy, outside input, and collaboration to regain momentum. Growth cannot be dismissed as merely “God’s job”; leaders must actively engage in renewal while trusting Him. The session ended by encouraging participants to apply one concrete takeaway in their leadership this week.

SESSION 3

Summary: The conversation reflects on how congregations can become polarized when people rely on differing memories of the past, which drains energy for mission and ministry. Leadership transitions, accelerated by disruptions like COVID-19, highlight the need for adaptive leadership rather than reactive leadership. Leaders must learn to grieve change, let go of the past, and confront conflict rather than remain in stalemates.

Metrics of ministry should shift from measuring inputs (attendance, activity) to outcomes (impact and transformation). Challenges for network leaders are distinct from pastoring a local church—particularly the loneliness, constant conflict, and high emotional toll. Yet, reliance on God’s sovereignty, supportive networks, and cross-denominational unity provide strength. The conversation ends on a hopeful note, emphasizing shared faith in Scripture and in Jesus as the world’s hope as the foundation for collaboration.

SESSION 4

Summary: The meeting focused on providing participants access to resources from previous cohorts and expressing gratitude for everyone’s contributions. It concluded with a prayer for the church, asking for God’s guidance, strength, humility, and hope in challenging times. The prayer emphasized gratitude for both simple and difficult blessings, the importance of spiritual resilience, and a request for renewal, joy, and readiness to face the week ahead.

90 90 NETWORK LEADERS LEARNING COMMUNITY CONVERSATIONS

Session 1

Summary: In this meeting, the group scheduled their next gathering for February 26th, asking Jason and Jeff to each prepare a 10-minute presentation for a trade show-style session. Before closing, they confirmed that documents would be shared by email for anyone who missed the download and briefly discussed announcing the next topic. The call ended with a prayer for James, who is navigating challenges with a congregation and its leader, asking for wisdom, strength, and guidance in resolving the situation.

SESSION 2

Summary: The conversation centered on recovering the role of evangelists within the local church and building healthier leadership development systems. Evangelists were described as essential for equipping the church to take the whole gospel to the whole world, yet often underutilized. Speakers challenged the inherited “clergy culture,” where ministry is centralized in professionals, and instead urged creating multipliers—leaders who develop leaders. This requires intentional pipelines, coaching, peer networks, and structures that identify and train people at various stages of leadership (self, others, leaders, multipliers).

Examples included new credentialing processes, coaching for candidates, flexible and affordable training pathways, and expanded recruitment to second-career and retired individuals, not just youth. District leaders emphasized cultivating healthy leaders to produce healthy churches, embedding the call of God into all ministry contexts, and ensuring practical training in areas like HR and finance alongside preaching.

The discussion concluded with a call for patience and courage in shifting church culture, expanding recognition of diverse gifts (apostolic, evangelistic, pastoral, etc.), and working closely with church boards to multiply leaders. Each denomination must adapt these approaches to its own reality, but all share the need to move beyond linear pipelines toward ecosystems of leadership development.

SESSION 3

Summary: The session explored leadership succession as a constant challenge for sustaining the church’s mission, from the early apostles through denominational history. Transitions can either renew culture or slip into maintenance and decline, with local church successions proving especially decisive. The key is not whether leaders are chosen from inside or outside, but whether their strengths align with the organization’s needs. Mismatches in pace, theology, governance, or experience can derail the process. Healthy succession requires leaders to leave before overstaying, surrender control of timing, and prioritize the organization’s future over personal legacy. Ultimately, leadership is a relay race where the baton must be passed well for the mission to continue.