Paul Borden

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  Assaulting The Gates

  $21.99

  Many churches want to make the transition from an inward to an outward focus, from catering to the needs of members to reaching out into the world to make disciples of Jesus Christ. Too often they try to accomplish this radical change by taking half steps and partial measures, initiating a new program here or adding a new staff members there.

  Yet this kind of change requires more. To succeed in changing its core focus this way, a congregation must learn strategic thinking; it must commit itself to seeing the big picture, and to taking the steps necessary to paint that picture afresh. Everyone, including pastors, lay leaders, key teams and groups, and the congregation as a whole must be involved in a process of transformation. Paul D. Borden, author of Hit the Bullseye and Direct Hit, knows that this transformation will not be easy. But if the target is bringing more people into saving relationship with Jesus Christ, what could be more worthwhile?

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  Direct Hit : Aiming Real Leaders At The Mission Field

  $22.99

  The second Abingdon publication by Paul Borden, whose first book, Hit the Bullseye has sold 11,000 copies.

  A new pastor sees himself or herself as a leader who anticipates a better for the congregation. However, the congregation tends to perceive the new pastor as someone who ministers who their needs and fulfills a chaplain-type role. The pastor must therefore lead the congregation through systemic change if new life is to be brought into the culture of the congregation.

  Three teams must be created: TEAM ONE is the prayer team that prays regularly for change and reproduction. TEAM TWO is the dream team that helps the pastor communicate urgency. TEAM THREE consists of leaders who recruit and train other leaders who are committed to urgent change.

  I. Chapter One – Introduction and Overview

  II. Chapter Two – Essentials for Leaders
  (It is important to note that this book assumes a pastor is new to a congregation which like many congregations, is on a plateau or in decline. This pastor sees himself or herself as a leader who anticipates a better future for this congregation. However, the congregation sees the role of the new pastor as someone who will minister to their needs and fulfill the traditional chaplain role that is typical for most pastors and most congregations. Therefore this pastor is going to need to take three to five years to lead the congregation through systemic change (change the culture of the congregation). The book is how the pastor and key lay leaders develop the communication strategies required to lead such change.

  III. Chapter Three – Developing a Vision and a Communication Strategy for its Implementation
  A. The basic assumptions about the congregation and the pastor’s role are discussed.
  B. The pastor must first spend time developing vision.
  C. The pastor must then begin to develop a communication strategy that will be employed over the next three to five years to prepare the congregation for change

  IV. Chapter Four – Creating and Communicating Urgency
  A. Creating and communicating urgency is as crucial as casting vision
  B. The pastors’ responsibility is to determine the urgency for which the vision is an answer.
  C. The pastor must now develop a communication strategy to create urgency in the congregation over the next three to five years in order to provide motivation for embracing the vision.

  V. Chapter Five – Developing Key Teams in Preparing for Change
  A. While the pastor is working on visi

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