THE IMPORTANCE OF BIBLICAL CORE VALUES IN THE CHURCH
Congregational Training (Sept. 2013)
“If an organization is tolerant of everything, it will stand for nothing.”
The Advantage –Lencioni (pgs. 91-99)
INTRODUCING CORE VALUES
The church organization must have a set of values that provides it with a common and consistent
sense of direction. These core values serve as glue and a guiding force that hold a visionary ministry
together in the midst of transition. As the culture rapidly changes around it, the organization must
learn to adapt to change, but only within the context of its unchanging beliefs. How does it accomplish
this? How does it choose what change to embrace and what to reject? The answer lies in the
question, “Does this change agree with or contradict the core values and vision of this organization?”
Values Influence overall behavior. A ministry’s key values or beliefs are the shaping force of a new
church. Eventually, core values that are shared by the majority of the church affect the entire
institution. They beget attitudes that specify behavior. They affect everything about the organization:
the decisions made, the goals set, the priorities established, the problems solved, the conflicts
resolved, and more. Values are the basis for all your behavior, the bottom line for what you will or will
not do.
Values to be values, must be:
 written down and followed.
 what we do, not just what we believe.
Most concede the power of core values in an organization. Jim Collins made a great case in Built to
Last. “But it's difficult to accurately create or accept core values for your organization if your own
personal core values are unclear. Many claim to understand their own values, but you don't really
know them until you have:
 Articulated them clearly in writing.
 Tested them through daily decision-making.”
Much like organizational core values, your personal core values are there to guide behavior and
choice. Get them right and you'll be quick and focused in your decision-making, with clear direction.
Get them wrong or leave them ambiguous, and you'll constantly wonder how you got into this mess.
Although your personal core values may not exactly match anyone else's, they still help you
determine your surrounding culture. Most smart people consciously or unconsciously use personal
core values to select friendships, relationships and organizational partnerships. Your core values also
help you wisely manage your personal resources such as time and money.
7 WARNING SIGNS THAT THE VALUES OF YOUR CHURCH NEED A FACE-LIFT:
1. Frequent confusion and disagreement
Frequent confusion and disagreement among the organization’s leaders or top decision makers (as well as
among the organization’s constituency), over various issues, such as programs, techniques, styles of
ministry, and so on. Things are no longer the way they used to be in the good old days, and much
disagreement exists over how to cope with this phenomenon.
2. Overt cynicism and pessimism
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Another warning signal is overt cynicism and pessimism of many toward the organization’s future. They are
not sure that it has a future.
3. A maintenance ministry
A third warning signal is a corporate reputation for maintenance ministry. The people are in a survival
mode. The church is exhausted, and all its efforts are aimed at keeping the doors open.
4. Plateaued or declining attendance
A plateaued or declining attendance is another warning. In a church people may be coming not because
they want to but because they feel they have to. As one looks out across the congregation, one notes that
most are wonderful elderly people. Few young people are present, and many of them will leave when they
graduate from high school or go off to college.
5. A lack of commitment and enthusiasm
People in the ministry are going through the motions. The preaching lacks power and vibrancy. Not much
commitment exists among the people. They are doing their duty— showing up and dropping some money in
the offering plate— but nothing more.
6. Low tolerance of change
A strong resistance to change and innovation is a warning signal. No one is willing to take any risks. The
organization does not see the need for change or simply refuses to change, preferring to see the
organization die than to risk the pain of change.
7. Distrust of leadership
Finally, poor communication from the leadership to those in the organization, which in turn invites a lack of
trust, is a warning signal. The board does not trust the founder, the deacon board has lost confidence in the
pastor, the people do not trust the board, and no one is talking to the other parties involved.
How to Discover and Develop Core Values
(By Aubrey Malphurs, Advanced Strategic Planning and Leadership by Values)
The degree to which leaders experience success or failure depends on whether their core people
share the same values.
Mission, Vision and strategy are critical to the vitality of the church. However, discovering and
developing core values is also a key to successful (fruitful) churches. A church’s values answer the
fundamental ministry question: Why do we do what we do? Proper core values are foundational; they
are the essence of what makes a great church. Tell me the core values of the church and I’ll tell you
about your church.
SHOW THESE EXAMPLES SO THAT THERE IS CLARITY REGARDING WHERE YOU ARE HEADING
EXAMPLES OF BIBLICAL CORE VALUES:
Core Values
Statement
We desire that these values define and drive this ministry in the context of a warm and caring environment.
Christ’s Headship
We acknowledge Christ as the Head of our church and submit ourselves and all our activities to His will and good pleasure
(Ephesians 1:22,23).
Biblical Focus
We strive to teach God’s Word with integrity and authority so seekers find Christ and believers mature in Him (2 Timothy 3:16).
Authentic Worship We desire to acknowledge God’s supreme value and worth in our personal lives and in the corporate, contemporary worship of
our church (Romans 12:1,2).
Prayer
We rely on private and corporate prayer in the conception, planning, and execution of all the ministries and
activities of this church (Matthew 7:7–11).
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THE IMPORTANCE OF CORE VALUES
Why are an organization’s core values important?
1. Values determine a church’s ministry distinctiveness.
No two ministries are alike. Some churches focus on biblical preaching and teaching, others on
evangelism, and still others on counseling or the family. This is why it is acceptable to start churches
even when there are other churches nearby. Different churches reach different people. The
determiner is the essential values.
2. Values dictate people’s personal involvement in the church.
Church leaders can spare themselves and their churches grief by communicating their values to all
who are considering becoming a part of the church. Communicate the values early in the life of the
church and repeatedly throughout the life of the church. Encourage those with similar values to join. (I
call this values alignment or a ministry match.) Encourage those with different values to look for a
church that is more in line with their values.
3. Values communicate what’s important.
Values signal your ministry’s bottom line and make it clear what you believe is God’s heart for your
church. If a core value is evangelism, make it known.
4. Values help people embrace positive change.
Changes in American society are having an impact on churches. Some of the changes have been
good and some bad. The key question is: Does this change agree with or contradict the ministry’s
core values? Reject that which contradicts, and accept that which agrees.
5. Values affect the church’s overall behavior.
Values shape the entire organization, determine the ministry’s direction, and dictate every decision
you make and every dollar you spend.
6. Values inspire people to action.
The shared beliefs of leaders and followers are the motivators that energize people to take action.
Values infuse ministry with meaning. They touch people at a deeper level that provides a sense of
cause and brings significance to their lives.
7. Values enhance credible leadership.
Many leaders, as well as their churches, are values-driven and the ministries they build reflect those
values. As go the leaders, so goes the church. Leaders with good values build ministries of integrity.
8. Values shape a ministry’s character.
Values are the qualities that make up an organization’s character. This character determines how an
organization conducts its ministry.
9. Values contribute to ministry success.
An organization’s ingrained ownership and understanding of its core beliefs make it
possible for its people to be successful in ministry.
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DEFINING CORE VALUES
A church’s primary values are defined as its constant, passionate, biblical core beliefs that drive its
ministry. This definition has five key elements.
1. Core values are constant.
Core values change very slowly. Change usually takes from 2 to 4 years. This is why it is hard to
revitalize an established church. It takes time to change people’s values. Consequently, it’s critical
that you begin with the right values.
2. Core values are passionate.
Vision is a seeing word; passion is a feeling word. Core values touch the heart and elicit strong
emotions. They stir feelings that can move people to biblical, Christ-honoring ministry.
3. Core values are biblical.
The true test of a credo or values statement is: Does it square with Scripture? The statement doesn’t
have to be found in the Bible, but it shouldn’t contradict the Bible.
4. Core values are core beliefs.
People use various synonyms for values: precepts, principles, tenets, standards, or assumptions.
(Some of these terms may not equate with values.) Values are your primary or core beliefs. A belief is
a conviction or opinion you hold to be true based on limited evidence or proof.
5. Values drive the ministry.
Values are the deeply ingrained drivers behind the behavior of a church. This includes the decisions
made, money spent, risks taken, problems solved, goals set, and priorities determined.
KINDS OF VALUES
We can refine the above definition by analyzing five different kinds of values a church may hold.
1. Conscious versus unconscious values.
Most credo or values fall under the latter. Leaders must discover and articulate the church’s primary
values so members may know why they’re doing what they’re doing. This begins with leaders
discovering their own values, because their values will shape the values of the emerging church.
Leaders must move their own values from an unconscious to a conscious state.
2. Shared versus unshared values.
The degree to which leaders experience success or failure in church depends on whether their core
people share the same values. Shared values foster high levels of loyalty, provide a consensus over
key decisions, promote a strong work ethic, and reduce levels of stress. Make sure people who join
your team have the same values.
3. Personal versus organizational values.
I ask my pastoral students to discover their organizational beliefs before they join a ministry. Those
who take an established church must discover that church’s credo and make sure their values
reasonably align with that church’s values. Otherwise, the honeymoon will be short-lived. Church
planters, on the other hand, bring their personal values to the planted church. Their values will
become the church’s organizational values. That’s one of the advantages of church planting.
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4. Actual versus aspirational values.
Actual values are the beliefs that a church or church planter owns and acts on regularly. Aspirational
values are not presently owned, but the church or church planter desires to attain to those values. It is
important that a leader distinguish between the two because a leader risks losing credibility when
drafting a values statement. For example, to state that a church values evangelism, but no one is
being saved, hurts the church’s integrity. Does this mean that a church can’t include aspirational
values in their values statement? A church leader asked, "Is there a way to express our church’s
aspirational values?" The church was in a revitalization process, and an important step was the
discovery of core values. When the leaders audited the ministry’s core values, a lack of certain vital
values startled them. The same process applies to a church plant to discover if it is missing certain
vital values. Aspirational values can be stated but they must be differentiated as such and listed
separately from the church’s actual core values.
5. Good versus bad values.
Every ministry will have good and bad values. Bad values are beliefs such as compromise, prejudice,
intolerance, or the abuse of power. People have a tendency to grant to old values and traditions a
sacred quality that is not realistic. Over time these become organizational sacred cows that are
immune to change. Examples in the church may be the style of worship, an accepted version of the
Bible, and Wednesday evening prayer meetings, that those inside the walls are more important than
those outside the walls. It is important for the church to become aware of bad values and change
them.
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DISCOVERING VALUES (CHOOSE YOUR PROCESS; COPIES ARE ALL INCLUDED)
There are 2 ways to approach how to discover core values. First, Church leaders
determine the core values of their church by discovering their own core values. Or,
secondly, they can just work together with involved laity to determine what they believe
are the church’s core values. Several techniques can assist you in values discovery. The
method for developing (communicating) your values will be discussed later but here are
processes to discover values:
1. Brainstorm with other church leaders to uncover key beliefs. Record the results on a
sheet of paper.
2. Collect and study various value statements or credos of other churches. (see
examples at the end of this document.)
3. Use the storyboard process to discover your vital values. (See Advanced Strategic
Planning, pages 42—44).
4. Use the Core Values Audits included – (Individual and Congregational)
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Personal Core Values Exercise:
Grab a notebook. It's time to do some writing. Give yourself quiet space, no distractions,
and at least an hour to reflect on each section.
Step 1--Think through and describe the following in detail:
What have been your three greatest accomplishments?
What have been your three greatest moments of efficiency?
What are any common rules or themes that you can identify?
Step 2--Think through and describe the following in detail:
What have been your three greatest failures?
What have been your three greatest moments of inefficiency?
What are any common rules or themes that you can identify?
Step 3--Identify three or four brief sentences of advice you would give to yourself based
upon these commonalities.
Step 4--Next try and reduce them to a few words. For example: If your advice is:
"Don't over indulge in food and booze at parties and get in trouble," reduce that down to
Keep Control Through Moderation, or even Moderation.
Step 5--Now comes the fun. You need to test the value. Think of a situation where
following your core value hurts you rather than helps you. For example you might think
Innovation sounds good until you realize that your life thrives on stability rather than
constant change. You have to think it through carefully. If you can't identify a legitimate
case where the value steers you wrong, you probably have a good core value.
Know that this process requires focused time and thought. I recommend doing it with
someone you trust. Then you'll get honest feedback and you can help each other. It may
require several discussions over weeks or even months. Your values may adjust and
develop over time just as you do, so embrace the change.
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CORE VALUES AUDITS
Personal Ministry Core Values Audit
Using the scale below, circle the number that best expresses to what extent the following values are
important to you (actual values) – the ones you would want to be a part of the church you attend.
Work your way through the list quickly, going with your first impression.
1: not important 2: somewhat important 3: important 4: most important
1. Fairness: Being treated impartially, without bias or prejudice 1 2 3 4
2. Family: People immediately related to one another by marriage or birth 1 2 3 4
3. Bible knowledge: A familiarity with the truths of the Scriptures 1 2 3 4
4. World missions: Spreading the gospel of Christ around the globe 1 2 3
5. Community: Caring about and addressing the needs of others 1 2 3 4
6. Encouragement: Giving hope to people who need some hope 1 2 3 4
7. Giving: Providing a portion of one’s finances to support the ministry 1 2 3 4
8. Relationships: People getting along with one another 1 2 3 4
9. Leadership: A person’s ability to influence others to pursue God’s mission for their
organization 1 2 3 4
10. Cultural relevance: Communicating truth in a way that people who aren’t like us
understand it 1 2 3 4
11. Prayer: Communicating with God 1 2 3 4
12. Excellence: Maintaining the highest of ministry standards that brings glory to God 1 2 3 4
13. Evangelism: Telling others the good news about Christ 1 2 3 4
14. Team ministry: A group of people ministering together 1 2 3 4
15. Creativity: Coming up with new ideas and ways of doing ministry 1 2 3 4
16. Worship: Attributing worth to God 1 2 3 4
17. Status quo: A preference for the way things are now 1 2 3 4
18. Cooperation: The act of working together in the service of the Savior 1 2 3 4
19. Lost people: People who are non-Christians and may not attend church (un-churched) 1 2 3 4
20. Mobilized laity: Christians who are actively serving in the ministries of their church 1 2 3 4
21. Tradition: The customary ways or the “tried and true” 1 2 3 4
22. Obedience: A willingness to do what God or others ask of a person 1 2 3 4
23. Innovation: Making changes that promote the ministry as it serves Christ 1 2 3 4
24. Initiative: The willingness to take the first step or make the first move in a ministry situation 1 2 3 4
25. Other values:
Write below all the values that you rated with a 3 or 4. Rank these according to priority. The first six
are your core values.
# of values rated 3: ________
# of values rated 4: _________
Top 6 core values:
1. _______________________ 2. ________________________
3. ________________________
4. _______________________ 5. ________________________
6. ________________________
Malphurs, Aubrey (2004-08-01). Values-Driven Leadership: Discovering and Developing Your Core Values for Ministry
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CHURCH MINISTRY CORE VALUES AUDIT
Using the scale below, circle the number that best expresses to what extent the following values are
important to your church (actual values) — they characterize the church you attend. Work your way
through the list quickly, going with your first impression.
1: Not important 2:Somewhat important 3:Important 4:Most important
1. Fairness: Being treated impartially, without bias or prejudice 1 2 3 4
2. Family: People immediately related to one another by marriage or birth 1 2 3 4
3. Bible knowledge: A familiarity with the truths of the Scriptures 1 2 3 4
4. World missions: Spreading the gospel of Christ around the globe 1 2 3 4
5. Community: Caring about and addressing the needs of others 1 2 3 4
6. Encouragement: Giving hope to people who need some hope 1 2 3 4
7. Giving: Providing a portion of one’s finances to support the ministry 1 2 3 4
8. Relationships: People getting along with one another 1 2 3 4
9. Leadership: A person’s ability to influence others to pursue God’s mission for their
organization 1 2 3 4
10. Cultural relevance: Communicating truth in a way that people who aren’t like us
understand it 1 2 3 4
11. Prayer: Communicating with God 1 2 3 4
12. Excellence: Maintaining the highest of ministry standards that brings glory to God 1 2 3 4
13. Evangelism: Telling others the good news about Christ 1 2 3 4
14. Team ministry: A group of people ministering together 1 2 3 4
15. Creativity: Coming up with new ideas and ways of doing ministry 1 2 3 4
16. Worship: Attributing worth to God 1 2 3 4
17. Status quo: A preference for the way things are now 1 2 3 4
18. Cooperation: The act of working together in the service of the Savior 1 2 3 4
19. Lost people: People who are non-Christians and may not attend church (un-churched) 1 2 3 4
20. Mobilized laity: Christians who are actively serving in the ministries of their church 1 2 3 4
21. Tradition: The customary ways (the “tried and true”) 1 2 3 4
22. Obedience: A willingness to do what God or others ask of a person 1 2 3 4
23. Innovation: Making changes that promote the ministry as it serves Christ 1 2 3 4
24. Initiative: The willingness to take the first step or make the first move in a ministry situation 1 2 3 4
25. Other values:
Write below all the values that you rated with a 3 or 4. Rank these according to priority. The first six
are what you believe to be your church’s core values.
# of values rated 3: ________
# of values rated 4: _________
Top 6 core values:
1. _______________________ 2. ________________________
3. ________________________
4. _______________________ 5. ________________________
6. ________________________
Malphurs, Aubrey (2004-08-01). Values-Driven Leadership: Discovering and Developing Your Core Values for Ministry
9
This is an exercise to begin the process for discovering core values.
This can be done in table groups.
What does your church do
which must never change?
Is this Value inherit and
natural for your church and
has It been apparent for a
long time? Yes or No?
1.
2.
3.
4.
1.
2.
3.
4.
Does this trait align with
Scripture? The historic
traditions of the UMC? Yes
With credibility, are you as a
church sold out to this
VALUE? (Is time, finances,
and people invested in this
VALUE?) Yes or no?
or No?
Scripture
1.
2.
3.
4.
Traditions
1.
2.
3.
4.
1.
2.
3.
4.
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DEVELOPING CORE VALUES
Once you have discovered your values, develop them. This involves writing your values statement or
credo. Publish this credo and make it available to those who are a part of, or, desire to be a part of
your ministry. There are numerous ways to articulate a values credo.
A key concept in churches is vision. Vision is important. However, of equal if not greater importance
are ministry values. As a church leader, discover, discuss, develop, refine, and display your ministry
core values. God will use this in your ministry to have a significant spiritual impact in the 21st century.
As Mahatma Ghandi said, "Your beliefs become your thoughts. Your thoughts become your words.
Your words become your actions. Your actions become your habits. Your habits become your values.
Your values become your destiny."
Why write value statements down?
Dave Francis and Mike Woodcock write, “Values will not have the authority to be a leadership
statement until they are clear enough to be committed to paper.” When the beliefs of the organization
are penned in ink and communicated to all its’ people, no one can plead ignorance in a values
violation. The leadership has the authority to expect compliance from all who make up the ministry
organization.
Writing down the core beliefs forces the congregation to clarify precisely what it believes. Then if any
problems exist, it is not because of any question over what someone said but over one’s
interpretation of what is clearly and precisely written. Writing down core beliefs is vital to
communicating those beliefs. It is the first step of the communication process.
The Process of Articulating the Credo
Several steps make up the process of writing a values credo for an individual or a congregation.
1. Determine the Value, Not Its Form
The first step involves determining the value itself, not the form it will take. The form is the means by
which the value is realized. A familiar illustration: some churches list small groups as a value.
Actually, the small group meeting is not the value but the form that the value may take. The real value
behind many contemporary small-group programs of the 1990s is authentic biblical community.
Value
Form
Biblical community
Small groups
Evangelism
Knocking on doors
Fellowship
Home Bible study
To mistakenly articulate a form of the value rather than the value itself will affect the constancy of the
values statement. Values are constant, change-resistant things. Scripture determines core values but
does not dictate the forms those values take.
2. Determine the Number of Values
The next step is to determine the number of values that will go into the personal or organizational
credo and their priority. The average number for churches range between 6-9.
When you have determined the number of values, arrange them in order of priority, for two reasons.
First, this reflects their importance to the ministry. The most important ones appear early in the list. I
suspect that when a person initially lists personal values or those of an organization, he or she
naturally lists the most important at the beginning. Those are the ones that come to mind first. The
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second reason for listing the values in order of priority is that all truth is not of equal importance for
every purpose, and it is unlikely that people can behave in a consistent way with each of their values
all the time. Therefore, the earlier values communicate what is important and where people will focus
their energies and strive most for common cause.
3. Determine the Format of the Values
A biblical core value should have three components: an introduction, an explanation, and a scriptural
validation.
INTRODUCE THE VALUE
First, there should be a lead statement or heading that identifies or introduces the value.
Examples: “A Dedication to (value).” “A Commitment to (value).”
EXPLAIN THE VALUE
The second component is a concise explanation of the value. Example: God works through
people, and each person is unique and vital to God’s plan.
VALIDATE THE VALUE
The third component is one or two passages of Scripture that validate the value. This
communicates that the value is biblical and that what this organization believes is based on the
Bible. However, make sure that you have legitimate biblical substantiation for all your beliefs.
4. The Test of a Well-Written Credo
• Does it attract interest?
• Does it instill pride?
• Does it communicate well?
STATING CORE VALUES
There are several ways a ministry can articulate its actual and aspirational values. A ministry needs to
communicate the values it has implemented as well as those it wants to implement. The following
method focuses on the credo that is key for values communication. The Core Values Statement adds
the aspirational values at the end.
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EXAMPLES
(A FEW ARE ON PARTICIPANT’S HAND-OUT BUT THERE ARE MANY OTHERS THAT CAN
BE COPIED AND UTILIZED DEPENDING ON THE PROCESS YOU DECIDE TO USE IN THE
DISCOVERY PROCESS. OBVIOUSLY, THERE ARE MANY MORE ON CHURCH WEBSITES
THAT YOU MAY CHOOSE TO USE.)
EXAMPLES OF CHURCH VALUES DOCUMENTS
Core Values
Statement
We desire that these values define and drive this ministry in
the context of a warm and caring environment.
Christ’s
Headship
We acknowledge Christ as the Head of our church and submit
ourselves and all our activities to His will and good pleasure
(Ephesians 1:22,23).
Biblical Focus
We strive to teach God’s Word with integrity and authority so seekers
find Christ and believers mature in Him (2 Timothy 3:16).
Authentic
Worship
We desire to acknowledge God’s supreme value and worth in our
personal lives and in the corporate, contemporary worship of our
church (Romans 12:1,2).
Prayer
We rely on private and corporate prayer in the conception, planning,
and execution of all the ministries and activities of this church
(Matthew 7:7–11).
Sense of
Community
We ask all our people to commit to and fully participate in biblically
functioning small groups where they may reach the lost, exercise
their gifts, be shepherded, and grow in Christlikeness (Acts 2:44–46).
Family
We support the spiritual nurture of the family as one of God’s
dynamic means to perpetuate the Christian faith (2 Timothy 1:5).
Graceorientation
We encourage our people to serve Christ with love and gratitude
rather than guilt and condemnation (Romans 6:14).
Creativity and
Innovation
We will constantly evaluate our forms and methods, seeking cultural
relevance and maximum ministry effectiveness for Christ (1
Chronicles 12:32).
The following are the aspirational values of our church. While we’ve not
yet arrived, we’re working to make them a reality in this congregation:
Lost People
We value un-churched, lost people and will use every available
Christ-honoring means to pursue, win, and disciple them (Luke
19:10).
Mobilized
Congregation
We seek to equip all our uniquely designed and gifted people to
effectively accomplish the work of our ministry (Ephesians 4:11–13).
Ministry
Excellence
Since God gave His best (the Savior), we seek to honor Him by
maintaining a high standard of excellence in all our ministries and
activities (Colossians 3:23,24).
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RECENT VALUES DEVELOPED BY THE CONFERENCE:
We will move our Indiana Conference from our current reality to
these aspirational ones…
From maintenance to mission,
From careers to calling,
From inward-focused to outward-focused ministry,
From stagnation to innovation,
From looking for differences to celebrating diversity,
From preference-driven to purpose-centered,
From competition to collaboration,
From entitlement to service,
From contention to Christian conferencing,
From divisions to connection, and
From saving our institution to proclaiming the reign of God.
A simple visual summary:
Effective Leadership=Vibrant Congregations=Faithful
Disciples=Transforming the World
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First Baptist Church of Belen, New Mexico
Core Values
• We value the Holy Scripture as the inerrant, inspired Word of God for instruction in living and
direction into a person, life-transforming relationship with Jesus Christ as Lord.
• We value the unconditional love of God which was manifested in the redemptive work accomplished
on the cross by His Son, Jesus Christ, and in the Holy Spirit’s drawing men to God Himself.
• We value intercessory prayer, believer’s baptism, complete stewardship before God, and the use of
spiritual gifts for the edification of the church.
• We value the discipline of Scripture memorization and perseverance through difficult life
circumstances.
• We value the certainty of the eventual return of Jesus Christ as a guarantee that God will complete
the good work in us that He has begun.
• We value the responsibility of being called into a royal priesthood with the express charge of calling
our fellowman into a faith-based grace-provided relationship with Jesus Christ.
• We value the invisible attributes of God in the revelation of Himself through His inspired word and
creation.
• We value the freedom to gather in worship using our spiritual gifts, prayer, song, praise, and
thanksgiving as demonstrated in the preaching and teaching of the Bible.
• We value our unity as the body of Christ, enjoying one another’s diversity and uniqueness, joining in
fellowship with one another in worship and prayer, reaching out and meeting members’ needs with
compassion and love for all ages.
• We value honesty and integrity, personal responsibility and accountability to God, self-discipline,
respect for all human life from conception to natural death, and diligence in our daily walk.
• We value honoring Christ in our homes with lifelong commitments to marriage between male and
female and scripturally rearing our children.
• We value cooperating with other Southern Baptist churches of the Central Baptist Association, the
Baptist Convention of New Mexico, and the Southern Baptist Convention in evangelistic and
missionary endeavors.
• We value sharing the gospel and the discipleship of all ages including children, youth, adults, and
senior adults.
Core Values
As we journey from salvation to lordship under the authority of Scripture, we value:
• Every member a believer.
• Every believer a disciple.
• Every disciple a minister.
As we journey together united in Christ, we value:
• Worshiping God.
• Proclaiming His Word.
• Community among believers.
• Witnessing to a world He loves.
Church of the Resurrection
It is our desire to honor God through our work on His behalf. To that end, we will do His work with the
qualities we most value: integrity, grace, excellence, relevance, authenticity, passion, humility, faith,
inclusivity, commitment, joy and love.
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Our Values
The values of Northeast Christian Church identify who we are. Our goal is for the actions of
our church to be a reflection of these values.
1. The Bible is our authority and will be taught in a relevant way
2. Lost people matter
3. The heart of Christianity is a relationship with Jesus Christ
4. Every believer should pursue continuous life-change and spiritual growth
5. Smaller groups are valuable in producing life change
6. The church is a bridge to the community and beyond
Willow Creek
Our Core Values
Ten core values bring clarity to the things that matter most at Willow. They guide how we achieve our
mission, influencing major leadership decisions as well as everyday ministry plans. They even help us
navigate staffing and budget issues. In short, they keep us focused on the unique call God has given
us as a local church.
 We believe anointed teaching is the catalyst for transformation in individuals’ lives and in the
church. This includes the concept of teaching for life change (Romans 12:7; 2 Timothy 3:16–
17; James 1:23–25).
 We believe lost people matter to God, and therefore, they matter to the church. This includes
the concepts of relational evangelism and evangelism as a process (Luke 5:30–32; Luke 15;
Matthew 18:14).
 We believe the church should be culturally relevant while remaining doctrinally pure. This
includes the concept of sensitively relating to our culture through our facility, printed materials,
and use of the arts (1 Corinthians 9:19–23).
 We believe Christ followers should manifest authenticity and yearn for continuous growth. This
includes the concepts of personal authenticity, character, and wholeness (Ephesians 4:25–26,
32; Hebrews 12:1; Philippians 1:6).
 We believe a church should operate as a unified community of servants, with men and women
stewarding their spiritual gifts. This includes the concepts of unity, servanthood, spiritual gifts,
and ministry callings (1 Corinthians 12 and 14; Romans 12; Ephesians 4; Psalm 133:1).
 We believe loving relationships should permeate every aspect of church life. This includes the
concepts of love-driven ministry, ministry accomplished in teams, and relationship building (1
Corinthians 13; Nehemiah 3; Luke 10:1; John 13:34–35).
 We believe life-change happens best in community. This includes the concepts of discipleship,
vulnerability, and accountability (Luke 6:12–13; Acts 2:44–47).
 We believe that excellence honors God and inspires people. This includes the concepts of
evaluation, critical review, intensity, and excellence (Colossians 3:17; Malachi 1:6–14;
Proverbs 27:17).
 We believe churches should be led by men and women with God-given leadership gifts. This
includes the concepts of empowerment, servant leadership, strategic focus, and intentionality
(Nehemiah 1–2; Romans 12:8; Acts 6:2–5).
 We believe the pursuit of full devotion to Christ and His cause is normal for every believer. This
includes the concepts of stewardship, servanthood, downward mobility, and the pursuit of
kingdom goals (1 Kings 11:4; Philippians 2:1–11; 2 Corinthians 8:7).
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FUMC of Boulder, CO
We Value:
 Learning to become more authentic followers of Jesus by sharing and exploring beliefs from
our own traditions and the traditions of others whose insight into the divine is seen through
different lenses.
 Celebration of the deepest meanings, values, and hopes in our lives through fellowship,
worship, and ritual as part of our spiritual journey.
 Action based upon our belief in the importance of social action to help bring justice, harmony
and equality to the world locally and globally.
 We are part of the Reconciling Congregations movement within our larger connection of United
Methodist Churches reflecting our acceptance of all persons without regard to sexual
orientation or other characteristics that may define cultural status.
 We value education and activities that support health, healing and stewardship of our world,
and we want to partner with organizations that participate in building and sustaining healthy
persons and healthy communities.
 We recognize other faiths as valid and honor the efforts of all caring people to bring about a
more just and compassionate world.
Core Values
COMMITMENT
Statement: With all that we are and all that we have, we honor God.
Scripture: Psalm 37: 5 “Commit your way to the Lord; trust in God; and God will act.”
COMMUNITY
Statement: We are diverse strangers being transformed through Christ into one body of friends.
Scripture: 1 Corinthians 12:12-14 “For just as the body is one, and has many members, and all the
members of the body, though many, are one body, so it is with Christ. For in the one Spirit we were
all baptized into one body - Jews or Greeks, slaves or free - and we were all made to drink of one
Spirit. Indeed, the body does not consist of one member but of many.”
GROWTH
Statement: Through community worship, education, and small group fellowship, we are growing
personal relationships with Jesus Christ.
Scripture: Acts 2:46-47 “Day by day, as they spent much time together in the temple, they broke
bread at home and ate their food with glad and generous hearts, praising God and having the
goodwill of all the people. And day by day the Lord added to their number those who were being
saved.”
HOSPITALITY
Statement: Following Jesus’ example, we are inviting, welcoming and caring for people who are
seeking a place to belong.
Scripture: 1 Peter 4:9-10 “Be hospitable to one another without complaining. Like good stewards of
the manifold grace of God, serve one another with whatever gift each of you has received.”
LOVE
Statement: We are learning to make God’s greatest commandment our greatest gift.
Scripture: Matthew 22: 37-39 “He said to him, “ ‘You shall love the Lord thy God with all your heart,
and with all your soul, and with all your mind.’ This is the greatest commandment. And the second is
like it: ‘You shall love your neighbor as yourself.’ “
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Additional notes regarding change and values that may be useful for some
of our churches to understand:
To understand people, it also helps to examine the area in which the ministry is located— whether
primarily urban or rural areas. The vast majority of people in the world today now live in the cities. In
1992 George Hunter wrote: “The United States population has moved from 20 percent urban in 1870,
to 40 percent in 1900, to 70 percent by 1980, and will approach 90 percent urban in 2000 A.D.” This
shift is redefining the lifestyles— and thus the values— of our world. Erwin McManus writes, “We
stand at a crisis point in world history between a rural past and an urban future.” The important
application for the implementation of values is that urban areas are undergoing tremendous change
and transition. Where change is taking place, it is much easier to implement new values and values
forms. People in transition do not have the luxury of settling into a routine way of life for very long. To
be effective, organizations have to regularly update the forms their values take. In a world of
accelerating change, values forms will age quickly, requiring new, relevant forms if the values are to
remain effective within the ministry. Change is also taking place in most rural areas. Either people are
abandoning these areas or nearby urban centers are expanding outward into them. In chapter 2 of
Unleashing the Church, Frank Tillapaugh lists five differences between urban and rural communities.
These distinctions are presented in the chart below.
Differences Between Rural and Urban Communities
Rural
Urban
Status quo
Change
Sameness
Diversity
Harmony
Bigness
Established
Mobile
Even though rural areas are experiencing some change, the status quo still predominates. Values
change very slowly if at all. In rural organizations such as churches, values tend to hang on for longer
periods of time.
Reasons for Resisting Change
Implementing vital values in an established ministry can be more difficult than in a new ministry. It
concerns pouring new wine into old wineskins. The majority of the people should have ownership of
the present values, or they are not shared values. The problems begin when you attempt to introduce
and implement new values in the ministry. For example, a pastor may discover that the church does
not have a Great Commission vision. He attempts to move the church toward a more evangelistic
approach, hoping that people will embrace evangelism as a core value. Most likely, he will be greeted
with such objections as, “We’ve never done it that way before!” “We tried that before and it didn’t
work!” People in established organizations are highly resistant to change. There are at least eight
reasons for this.
1. Lack of need
Often people do not feel or sense a need to change. If you asked them to present a list of their felt
needs, change would not be among them. When you attempt to introduce aspirational values, they
are not responsive because they think all is well with the organization. Your job as a leader is to help
these people see the need for adopting the new values. It is said that you can lead a horse to water,
but you can’t make it drink. But you can mix a little salt in with its oats.
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2. Status quo
Another reason change is difficult is that many people, especially in churches, prefer the status quo.
They are like an infant who might, if it were possible, refuse to be born into this world, preferring
instead the comfort and safety of his or her mother’s womb. To move out of one’s comfort zone and
adopt new values is to risk giving up control and feeling vulnerable. It is only for brave souls. The wise
leader will challenge people to stop looking at what is and to begin asking, What should be? and
What can be?
3. Vested interests
People struggle with change because of vested interests. People who commit to an organization and
its ministry accrue certain benefits such as power and position. An example is a position on a deacon
or elder board in a church. As the organization grows, the power and prestige expand with it. An
individual gains a greater say in what goes on. To adopt new core values, such as hiring the next
pastor to be the leader of leaders, however, could mean the loss of all or much of that accrued power,
prestige, and position within the organization.
4. Distrust of leaders
If people do not trust those who would lead them through change, they will resist that change. The
message here is clear. Any leaders in an organization will need sufficient credibility with their people
before they can introduce new organizational values. In effect, followers are asking two questions of
their leaders: “Can you be trusted?” and “Do you know where you are going?” Godly character and
integrity are needed to answer the first question, and a clear, significant vision is the answer to the
second.
5. Sacrosanct traditions
People have a tendency to grant to old values and traditions a sacred quality that is not realistic. Over
time these become organizational sacred cows that are immune to change. They are sacrosanct.
Examples in the church may be the style of worship, an accepted version of the Bible, and
Wednesday evening prayer meetings. Leaders must use clear expository Bible teaching that
distinguishes between biblical values and cultural forms that express those values.
6. Complexity of change
One of the by-products of good leadership that implements new values is organizational growth and
increasing complexity. People tend to resist the complex, however, opting instead for that which is
simple. The result then is the stifling of good leadership and the maintenance of old, tired values. The
solution is not to maintain the status quo but to balance good management with good leadership.
Leaders catalyze change; managers program that change and bring order out of the complexity.
7. Conflict of values
The paradigm effect also makes change difficult. A paradigm is a particular, shared mind-set,
viewpoint, set of assumptions, or beliefs about reality or how things are. Joel Arthur Barker explains:
“What may be perfectly visible, perfectly obvious, to persons with one paradigm may be quite literally
invisible to persons with a different paradigm.” Thus a conflict of values exists.
8. Self-centeredness
Another reason for difficulty is self-centeredness. The reality is that some people are looking out for
themselves. This is not new—Ananias and Sapphira in Acts 5 and the widows’ dispute in Acts 6 are
just two of many biblical examples. The problem is that few will admit to this. The solution is for the
leadership to confront and deal with it as Peter did in Acts 5: 3– 4 and as the Twelve did in Acts 6: 2
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The Chaos Theory
There is a new thought process regarding change and it is named the Chaos theory. The way
change occurs today and the speed at which it does will be continuous and the ensuing chaos is a
given. It assumes that from now on, a constant state of change will characterize all complex systems.
It argues that leaders must accept unpredictability and chaotic change as the new reality and plan
accordingly. The important question then is, “How should Christian organizations respond to
cataclysmic change?” Typically, churches have assumed the position of the ostrich and, with heads
buried in the sand, have ignored change as long as possible. The problem for them, as well as for the
ostrich, is that they are most vulnerable. Far too many evangelical churches have assumed that any
change is bad and leads to theological liberalism. They are out of touch with contemporary society by
as much as ten to thirty years.
The problem is knowing how to discern good change from bad, knowing what change will help the
ministry and what will hurt it. The question is, “What should and should not change around here?”
Also, the Christian leader is both the target of change and the ministry’s agent of change, an
extremely difficult role under any circumstances.
The church of the first century and its leaders, as it moved from law to grace, had to face change
much as the church of the twenty-first century does. The puzzle of change is not unfamiliar to Christ’s
church. The answer to what should and should not change lies in an organization’s core
ministry values. The Jerusalem church owned and modeled a clear set of core values (Acts 2: 42–
47), and these values provided for them a constant in an environment constantly in flux. What proved
true for the first-century church proves true for the twenty-first-century church. The church’s mission,
vital values, and basic doctrines must remain constant. They should never change. However, the
forms that these constants take (small groups, crusade evangelism, and so on) are always up for
change and often do change so that the organization can minister relevantly to its culture.
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READINESS FOR CHANGE INVENTORY
Malphurs, Aubrey (2004-08-01). Values-Driven Leadership: Discovering and Developing Your Core Values for Ministry. Baker Publishing Group.
Even the most dynamic church can become resistant to necessary, healthy change. However, churches must
change if they are to have significant impact on their communities. Is your church ready for change?
Each item below is a key element that will help you evaluate your church’s readiness for change. Strive for
objectivity—involve others (including outsiders) in the evaluation process. Circle the number that most
accurately rates your church.
1. Leadership. The pastor and the church board (official leadership) are favorable toward and directly
responsible for change. Also, if any influential persons (unofficial leadership: the church patriarch, a wealthy
member, for example) are for change, score 5. If moderately so, score 3. If only the secondary level of
leadership (other staff, Sunday school teachers, etc.) is for change while unofficial leadership opposes it,
score 1.
5 3 1
2. Vision. The pastor and the board have a single, clear vision of a significant future that looks different from
the present. If the pastor is able to mobilize most relevant parties (other staff, boards, and the congregation)
for action, score 5. If the pastor but not the board envisions a different direction for the church, score 3. If the
pastor and board have not thought about a vision, and/ or they do not believe that it is important, score 1.
5 3 1
3. Values. The church’s philosophy of ministry (its core values) includes a preference for innovation and
creativity. Though proven forms, methods, and techniques are not discarded at a whim, the church is more
concerned with the effectiveness of its ministries than with adherence to traditions, score 5. If moderately so,
score 3. If the church’s ministry forms and techniques have changed little over the years while its ministry
effectiveness has diminished, score 1.
5 3 1
4. Motivation. The pastor and the board have a strong sense of urgency for change that is shared by the
congregation. If the congregational culture emphasizes the need for constant improvement, score 3. If the
pastor and/ or the board (most of whom have been in their positions for many years) along with the
congregation are bound by long-standing traditions that are change-resistant and discourage risk taking,
score 1. If somewhere between, score 2.
3 2 1
5. Organizational Context. How does the change effort affect the other programs in the church (Christian
education, worship, missions, and others)? If the individuals in charge are all working together for
improvement and innovation, score 3. If some are, score 2. If many are opposed to change or are in conflict
with one another over change, score 1.
3 2 1
6. Processes/Functions. Major changes in a church almost always require redesigning processes and
functions in all the ministries of the church, such as Christian education, church worship, and others. If most
in charge of these areas are open to change, score 3. If only some, score 2. If they are turf protectors, or if
they put their areas of ministry ahead of the church as a whole, score 1.
3 2 1
7. Ministry Awareness. Does the leadership of your church keep up with what is taking place in the innovative
evangelical churches in the community and across America in terms of ministry and outreach effectiveness?
Does the leadership objectively compare what it is doing to that of churches that are very similar to it? If the
answer is yes, score 3. If the answer is sometimes, score 2. If no, score 1.
3 2 1
8. Community Focus. Does the church know and understand the people in the community—their needs,
hopes, aspirations? Does it stay in direct contact with them? Does it regularly seek to reach them? If the
answer is yes, score 3. If moderately so, score 2. If the church is not in touch with its community and
focuses primarily on itself, score 1.
3 2 1
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9. Evaluation. Does the church regularly evaluate its ministries? Does it evaluate its ministries in light of its
vision and goals? Are these ministries regularly adjusted in response to the evaluations? If all of this takes
place, score 3. If some takes place, score 2. If none, score 1.
3 2 1
10. Rewards. Change is easier if the leaders and those involved in ministry are rewarded in some way for
taking risks and looking for new solutions to their ministry problems. Also, rewarding ministry teams is more
effective than rewarding solo performances. If this characterizes your church, score 3. If it happens
sometimes, score 2. If your church rewards the status quo and a maintenance mentality, score 1. 3 2 1
11. Organizational Structure. The best situation is a flexible church where change is well received and takes
place periodically, not every day. If this is true of your church, score 3. If your church is very rigid in its
structure and either has changed very little in the last five years or has experienced several futile attempts
at change to no avail, score 1. If between, score 2.
3 2 1
12. Communication. Does your church have a variety of means for two-way communication? Do most
understand and use it, and does it reach all levels of the congregation? If this is true, score 3. If only
moderately true, score 2. If communication is poor, primarily one-way and from the top down, score 1.
3 2 1
13. Organizational Hierarchy. Is your church decentralized (has few if any levels of leadership between the
congregation and the pastor or the board)? If so, score 3. If there are people on staff levels or boards/
committees who come between the congregation and the pastor or the board, more potential exists for
them to block essential change, score 1. If between, score 2.
3 2 1
14. Prior Change. Churches will most readily adapt to change if they have successfully implemented major
changes in the recent past. If this is true of your church, score 3. If some change, score 2. If no one can
remember the last time the church changed, or if such efforts failed or left people angry and resentful,
score 1.
3 2 1
15. Morale. Do the church staff and volunteers enjoy the church and take responsibility for their ministries? Do
they trust the pastor and the board? If so, score 3. If moderately so, score 2. Do few people volunteer and
are there signs of low team spirit? Is there mistrust between leaders and followers and between the various
ministries? If so, score 1.
3 2 1
16. Innovation. The church tries new things. People feel free to implement new ideas on a consistent basis.
People have the freedom to make choices and solve problems regarding their ministries. If this describes
your church, score 3. If this is somewhat true, score 2. If ministries are ensnared in bureaucratic red tape
and permission from on high must be obtained before anything happens, score 1.
3 2 1
17. Decision Making. Does the church leadership listen carefully to a wide variety of suggestions from all the
congregation? After it has gathered the appropriate information, does it make decisions quickly? If so,
score 3. If moderately so, score 2. Does the leadership listen only to a select few and take forever to make
a decision? Is there a lot of conflict during the process, and after a decision is made, is there confusion and
turmoil? If so, score 1. 3 2 1
Total Score: _________
If your score is: 47– 57: The chances are good that you can implement change, especially if your scores are high on items
1– 3.
If your score is: 28– 46: Change may take place but with varying success. Chances increase the higher the scores are on
items 1– 3. Note areas with low scores and focus on improvement before attempting change on a large scale.
If your score is: 17– 27: Change will not likely take place. Note areas with low scores and attempt to improve them if
possible. Consider starting a new church and implementing your ideas in a more change-friendly context.
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