30th July 2020
Please take a look at the Leadership page on the King’s website, which we have recently updated. It summarises the three key leadership teams of King’s: Elders, Trustees and the Senior Leadership Team. These three teams work closely together to bring oversight, governance and direction to the church.
Our team of Elders, which I lead, meet monthly. We usually concentrate on just two or three major directional, doctrinal issues in the course of a year. Our last two meetings have been predominantly given over to our response as a church to the issue of race and justice.
Our team of Trustees is led by Simon Linley, and also meets monthly. The Trustees are responsible for all financial, legal and employment issues, and they set the parameters for delegated authority to our staff team. I attend this meeting and give a monthly report on key areas of church life.
Our Senior Leadership Team, which I also lead, meets once a week on a Tuesday morning. The focus of this team is to serve the church in implementing our vision and mission. We work closely with our superb, hardworking pastoral and operational staff members.
Finally, we have outside accountability and oversight in place. From our wider Newfrontiers family, David Devenish provides an objective voice and apostolic oversight into our community. We also have other people speaking regularly into the life of King's. For example, Steve and Cindy Nicolson from Evanston Vineyard in Chicago, are trusted friends who have visited King’s many times and have served us over many years.
We highly value your prayers for all those in leadership at King's as we seek to serve God – for His glory and for the advancement of His Kingdom.
Posted by Steve Tibbert
19th March 2020
Deb and I landed back in London on Friday morning after our recent three-and-a-half-week trip to southern Africa. It had felt increasingly strange being away from home as the Coronavirus crisis accelerated round the world, and we were glad to be back. I am sure you won’t be surprised to hear that it has been full on since our plane touched down.
We find ourselves in unprecedented times, the like of which has not been seen in this nation for several generations. Churches face particular challenges that could not have been imagined a few months ago. Here are a few thoughts I’ve had on how to lead in crisis:
1. Overcommunicate. Since we landed on Friday (and during the days before we left) I have been in constant contact with people through phone calls, WhatsApp and Zoom groups. The technology available to us these days is a massive blessing – let’s take advantage of it and maximise connection. Like many churches, our Sunday services will be online from now on, and we will be contacting everyone at King's with final details about this by the end of the week.
2. Keep it Simple. This is a situation which is developing rapidly. Focus on what the next step should be.
3. Make a Plan. Once the next step has been secured, stand back and consider the medium term. As we flew through the night last Thursday, I wrote a short paper for our elders, trustees and senior staff about the next six months at King’s, including the key principles we are going to adopt during this crisis season.
4. Rework the Financial Narrative. One area which needs immediate focus is the potential financial impact on the church. We are running a number of models. It’s important to keep an eye on cash flow.
5. Keep Calm and Trust God. I am expecting some demanding days ahead. Already at King’s, three of our pastors have had temperatures. A few days ago, I was told the 81-year-old grandfather of one of our core members had died from the virus. Behind every statistic on the news is a real person and a family coping with loss. We live in a rapidly changing world, but Jesus remains the same yesterday, today and tomorrow. Though our circumstances may change, He is Lord and He reigns on high. We place our trust in One who is sovereign and who sees all things. Our confidence is in His provision.
You will find the latest information on how we are responding to the Coronavirus crisis at King's here.
Posted by Steve Tibbert
13th February 2020
Over the last few days, I have been thinking about the importance of learning to prioritise. Last Thursday, I was asked if I could read and comment on a book before it goes to print in a few weeks’ time. Although I am busy preparing for a 22-day trip to Africa and my diary is full, I instinctively knew that this was something I should make time for – even if it meant I had to get up extra early or drop something else in order to do it.
This morning, one of our young leaders asked if he could defer a report he had been asked to deliver tomorrow, since he had a full day of meetings ahead and several other things to do. I persuaded him that it would be better to postpone other tasks than to miss this particular deadline.
Knowing what to prioritise is a constant leadership challenge. It is something I often address with our younger leaders. Only last week I spoke to our staff about the importance of knowing when to say no, whilst also being aware that sometimes working extra hours is totally appropriate.
When everything on your to-do list is screaming for your attention it can be difficult to distinguish between what must be done now and what can be left. You need to consider both the nature of the task and who has asked you to do it. I have written before about how I assign tasks an ‘A, B or C’ priority. But learning what to prioritise involves more than this – it also requires the ability to be flexible and adjust quickly. Good leaders are able to make changes to their diaries when a greater need arises; they know when to push one thing back and bring another forward.
With a little bit of work, I have been able to adjust my diary and make space to read my friend's book. And I am pleased to say that the young leader I talked to this morning was able to defer other tasks in order to deliver the report on time. The art of prioritisation may involve some difficult decisions. But it is an essential skill to develop if we are to be effective and fruitful in our areas of responsibility.
Posted by Steve Tibbert
6th February 2020
A slightly shorter blog than usual this week, as Deb, who helps me write these, is on Grandma duty! Our first grandson, Isaac James Tibbert, was born last week, much to everyone’s joy and excitement. Deb and I are, of course, loving being grandparents.
It never ceases to amaze me how great an impact such a tiny baby can have on the lives those around him/her! Our son Ben and daughter-in-law Alice are doing brilliantly, as they adapt to the responsibility of caring for a newborn and get used to surviving on minimal sleep! We are very proud of them.
I thought this week I'd simply leave you with an important leadership principle I came across many years ago in John Maxwell’s classic book, Developing the Leader Within You. He describes the difference between ‘emotion driven’ and ‘character driven’ people. This is how he summarises it:
Character Driven People
Do right, then feel good
Are commitment driven
Make principle-based decisions
Action controls attitude
Believe it, then see it
Ask: “What are my responsibilities?”
Emotion Driven People
Feel good, then do right
Are convenience driven
Make popular-based decisions
Attitude controls action
See it, then believe it
Wait for momentum
Ask: “What are my rights?”
Which of these lists best describes you? If you’re unsure, ask yourself how you react when dealing with challenges in either your work or personal life. There is no doubt in my mind that character driven leadership wins every time. I may not always succeed, but I hope over the years I have become better at being that kind of person.
Posted by Steve Tibbert
Steve Tibbert leads King’s Church London, with sites in Catford, Downham, Lee and Beckenham. Over the past fifteen years the church has seen continued growth, both in size and diversity. Steve is also involved in Newfrontiers and regularly coaches other lead elders. His book, Good to Grow, was published in July 2011. He is married to Deb, and they have three sons.