Leadership, Vision and Mission
Education, training and experience
My education has three phases of ministry and theological development. First, there is the foundation of bible college education that builds a depth of hermeneutical skill, love for scripture, and the capacity to be shaped by the living story of God’s word in our lives. At Columbia Bible College and Seminary, I majored in Bible and minored in missions, strengthening my apostolic gifting.
The second phase involved developing a practical, theologically informed view of people, their hopes and hurts, their affections, and the gradual work of the Spirit in changing our lives. My master’s in Christian counseling gave me the confidence to listen beneath the surface and have a vision for what people can become in Christ. As a result I am better equipped to provide spiritual direction and soul care to others.
The third phase of education and development increased my capacity and competency in church leadership. At George Fox Evangelical Seminary, I completed doctoral studies that helped me refine my philosophy of ministry and build a framework for helping churches shift from a consumer orientation to missional thought, community, and practice.
As a lifelong learner, I am currently part of a leadership cohort with Pete Scazzero focused on emotionally healthy leadership. I am committed to the last ten years of full-time church ministry being relationally vibrant and deeply rooted in my communion with Jesus.
Spiritual and leadership gifts
My particular spiritual gifts are instrumental in my role as a pastor. Scoring high on apostolic and prophetic gifts in spiritual gift tests indicates my strong capacity for church leadership and mission mobilization. These gifts enable me to identify and address obstacles that may hinder the church’s progress. My leadership skills have been confirmed through the unity, growth, and development brought to the elder boards and leadership teams I’ve served.
Additionally, my colleagues have acknowledged my high capacity for administration. My brief time in business has provided valuable acumen, allowing me to apply biblical principles to oversee finance, facility, human resources, and mobilize staff towards ministry objectives.
Lastly, my enjoyment and consistent affirmation in pulpit ministry highlight my strength in preaching. This blend of leadership, administrative skills, and preaching ability makes my spiritual gifts particularly beneficial in my pastoral role, empowering me to guide and inspire my congregation effectively.
Influence of philosophy and strategy
Churches: Seven Mile Rd Houston, https://www.sevenmileroadhouston.org/name-beliefs-core-values
Formative Books:
- Experiencing the depths of Jesus Christ by Mme. Guyon
- Prayer in the Night by Tish Harrison Warren
- The Pursuit of God by A.W. Tozer
- Inside Out and PAPA Prayer by Larry Crabb
Philosophy of min books:
- Center Church, by Tim Keller
- The Forgotten Ways and On the verge by Alan Hirsch
- Working the Angles, The Contemplative pastor by Eugene Peterson
Podcasts/Media:
- Skye Jethani’s With God Daily
- Peter Scazzero’s Emotionally Healthy Leader Podcast
Personal Influence:
Dr. Larry Crabb: His schools of spiritual direction and books have been intellectually stimulating, brutally honest, and spiritually formative. Dr. Crabb’s approach helped me value my longings and affections, transforming my faith into a wholly relational experience. Attending his School of Spiritual Direction and Advanced School of Spiritual Direction was pivotal, as it helped me move beyond self-condemnation and develop a godly confidence in my identity in Christ. His experience in communion with the Father, Son, and Spirit has also challenged me to experience the trinity in a deeper way.
Spouse’s role
Maryanne’s role as I lead the church will be shaped around her capacity and ministry passion. During our time in Thailand, she thrived in various ministry roles, including leading a large women’s ministry, assisting in children’s ministry, visiting orphanages, and mentoring foreign women in prison. She had the capacity to volunteer full-time, which allowed her to deeply engage in these ministries.
In Texas, with her full-time job, her ministry capacity was more limited. Despite this, we usually co-led a small group, she led Servant Ministries (deaconesses), and volunteered with the AV team.
In my recent demanding role as an intentional interim pastor, Maryanne has been my rock. Her support, comfort, and reminders to reflect objectively have been invaluable. Her deep trust in me and in God’s work brings me peace and confidence. Maryanne’s involvement will continue to be guided by her availability and passion for ministry, making her an integral support in my pastoral journey.
These resources and experiences have shaped my philosophy and strategy, emphasizing relational faith, emotional health, and effective leadership
View of elders
I believe that to be an elder is to be a pastor, as they share the same root word in scripture. However, I also recognize the concept of the lead pastor being “first among equals.” This means the lead pastor is not authoritative over the elders but is distinguished by gifting and vocation, allowing for a focused dedication of time and energy. The lead pastor is fully accountable to the elder board but also leads it.
The elder is not merely a figurehead but a pace setter. According to the scriptures, an elder should be a competent, committed, and mature leader who can teach, correct, rule, guard sound doctrine, evangelize, handle difficult situations, and raise and multiply leaders.
Preaching style approach
Expository Bible Teacher. More on Sermons page.
Organizational skills
My organizational skills are demonstrated through my ability to manage multiple responsibilities effectively. As a pastor, I coordinate various church activities, manage communication with the congregation. My role requires meticulous planning, attention to detail, and the ability to prioritize tasks to meet deadlines. Additionally, I maintain clear and consistent communication, ensuring that I am accessible and responsive to the needs of the community. My experience in overseeing church operations, managing staff, and handling administrative tasks further highlights my strong organizational capabilities.
Typical message preparation routine
In general, I spend about twenty hours per week on sermon preparation, which includes study, drafting, and practicing. My preparation routine involves several steps to ensure thorough and impactful messages.
Firstly, I plan my sermons at least six to nine months in advance, including the text, title, and series introduction. This pre-planning is shared with elders and the worship committee for feedback and input. This helps align the sermon series with the overall vision of the church and allows small group leaders to follow along.
For each sermon, I start by reading a couple of commentaries and relevant Bible reference tools to gain a deeper understanding of the text. I then outline the passage and identify the key tension or question it addresses. I focus on what God’s Word is saying about this tension or question in its biblical context and how it applies to our lives today. My goal is to call God’s people to respond to His Word accordingly.
Throughout this process, I remain in prayer and seek the guidance of the Holy Spirit to ensure that the message is both theologically sound and practically relevant for the congregation.
Weekends a year desired to teach
My preference it to be in the pulpit at least two-thirds of the time, 36 to 44 weekends, depending on the preaching team available.
Maintaining a healthy relationship between a Lead Pastor and Executive Pastor
To truly appreciate the dynamic between the lead pastor and the executive pastor, it’s essential to delve into the unique roles and responsibilities each position holds. Picture the lead pastor as the visionary, primarily steering the preaching ministry and setting the overall direction. Meanwhile, the executive pastor shines in leadership development and strategic planning. Their relationship thrives on mutual understanding of each other’s strengths and unwavering trust. They uplift, challenge, and support one another. While decision-making is a collaborative effort, the lead pastor ultimately holds the final say.
Staff Development and Engagement
To maximize my ministry as a lead/teaching pastor, fostering a healthy staff culture is essential. Here are some thoughts that might be beneficial, depending on the situation:
Investing in staff development and training is always vital. For teams facing challenges, understanding family systems theory and policy-based governance can align the staff’s approach with the church’s goals. Building trust and collaboration within the staff and with the governing board involves fostering open communication, team-building activities, and regular feedback sessions.
Enhancing leadership and change management skills is crucial. Addressing resistance to change, clearly articulating the vision, and decisively managing staff who hinder progress will strengthen the successful implementation of new initiatives.
Prioritizing staff engagement through regular meetings, one-on-one check-ins, and involving staff in decision-making processes ensures their support and active participation. Annual staff and/or staff and elder retreats can also yield long-term benefits.
By focusing on these areas, I can foster a more cohesive, supportive, and effective ministry team, leading to a more spiritually mature and unified church community.
Leadership style with staff
My leadership style as a lead pastor is collaborative, supportive, and growth-oriented. I prioritize open communication, trust-building, and mutual respect, engaging staff through regular meetings and one-on-one check-ins. By involving staff in decision-making, I ensure everyone feels valued and heard. I emphasize clear vision and adaptability, addressing challenges head-on and encouraging change. Continuous personal growth and reflection are key, as I seek feedback and pursue further education to enhance my leadership skills.
I also believe it is important to separate “ends” and “means.” An effective leadership team (board) stays focused on the ministry ends or outcomes, while the staff stays focused on the means to accomplish that end.
Overall, I aim to create a cohesive, supportive, and effective ministry team, leading to a spiritually mature and unified church community.
Top priorities for the first year
In my first year as lead pastor, my top priorities would include:
1. Building Relationships: Establishing strong connections with the congregation, staff, and elders. This involves listening, understanding their needs and concerns, and fostering a sense of community and trust.
2. Staff Friendship and Development: Build rapport that aligns ministry outcomes with church objectives. Foster a staff culture focused on growth, communication, and trust.
3. Vision Casting and Strategic Planning: Collaboratively developing a clear vision and strategic plan with the leadership team, ensuring everyone is aligned and working towards common goals.
4. Enhancing Communication: Improving communication channels within the church to ensure transparency and open dialogue. Regular meetings and feedback sessions will be crucial.
5. Addressing Challenges: Tackling any immediate issues or conflicts within the church, focusing on creating a healthy and supportive environment.
By focusing on these priorities, I aim to create a cohesive, supportive, and spiritually maturing church community.
Dave Young 