DEACON - CANDIDATE INFORMATION PACKET - Ryan Fields

after their Sunday evening gathering, showing up at an on-campus event where there will be college students from the church, hosting a dinner for young married couples, teaching a class on the joys and challenges of parenting little ones, visiting a small group that has a good amount of "empty nesters," being very intentional to greet retirees on Sunday morning, going to visit the elderly in their homes or in the hospital as needed. I believe strongly in inter-generational ministry. When the various generations share the wealth of what they have and are experiencing with other generations, there is often growth in Christ and a building of relationships that goes beyond merely peer relationships. It is partly the responsibility of the senior pastor to see that this is happening within the church community. The senior pastor must be an evident shepherd leader skilled in mentoring others and equipping God’s people for gospel ministry. Doing this well means being a "team player" who loves working with people and is able to delegate and coach in accomplishing goals. The "teams" of the elders and the staff are absolutely critical in this regard, and the senior pastor's professional and relational responsibilities should center around these two teams before all others so that they can more effectively care for the flock and serve the church. My approach to leading teams like these might be best described as “leadership from below,” following Jesus’ teaching (Matt. 20:24-28) and example (John 13:1-17) that in the kingdom leadership and greatness means service and humility. Strong, effective leadership isn’t hard- nosed and doesn’t run roughshod over others; rather it is convictionally soft-hearted, doing the difficult but important work of hearing from others, and building consensus rather than ram-rodding or abdicating. Perhaps one of my strongest convictions about leadership is that it is relational to the core. God has created us as relational beings in his image (Gen. 1:26), and thus relationship is vitally necessary for the senior pastor to lead the elders, staff, and congregation in God’s transformative purposes. In the midst of executing vision, implementing systems, and cultivating leadership development , I must never forget that the foundation of success on these fronts is building personal relationships where trust is at a premium. This conviction stems from my own life experience, for the people who have had the greatest impact on me had that impact because I knew that they cared about me, that they longed to see my transformation and not simply acquire another notch on their belt. I thus strive by God’s grace and the Spirit’s empowerment to practice servant leadership that seeks to know others, love others, and lead them toward greater maturity and flourishing in Christ. What do you believe is your greatest personal strength? My primary strengths as a pastor include a passion for clearly proclaiming and teaching God’s Word, a capacity for intimate and authentic relationships, an ability to counsel people through various life circumstances, a proclivity for facilitating ministry teams and small group discussions, an impulse to enter deeper into people’s lives while inviting them further into my own, a giftedness in encouraging those I work with and providing them the needed administrative support to further our ministry goals, and a desire to care for the marginalized and ensure that there are no segments of a church community which are neglected or ostracized. I see these strengths as all relating to the calling of the pastor- teacher to be a shepherd of the flock, someone who doesn’t just preach and teach or administer programs Describe your expectations and philosophy of team relationships within a multiple-staff environment?

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