This is one example of a commitment study for those deciding if they want to commit to Jesus as Lord. It is important that you let the seekers discover what God wants them to do instead of your telling them your understanding.
You can download the word document here.
Being Disciples – Jesus said His disciples (followers)…
1) Mark 12:28-31
If they do not discover the main points on their own, you want to ask questions to help them discover key points such as …
- Love God with all they are
- Love their neighbor like they love themselves
2) Luke 14:25-27, 33
- die daily to our desires and even our family’s desires – Jesus’ desires alone.
- carry our cross daily (suffering/persecution) and follow Christ.
- give up everything to God (slaves of Jesus – we must count the cost).
3) John 12:24-26
- are willing to follow Jesus’ example and die to bear much fruit.
4) John 13:34-35
- love one another as Christ loves us.
5) John 14:15-16
- Love and obey Jesus
- Receive the Holy Spirit to guide them.
6) John 15:7-8
- abide in Christ.
- have God’s Word abide in us.
- have our prayers answered.
- bear much fruit and God is glorified!
7) John 20:28-29
- Trust Jesus as Lord and God
8) Matthew 28:18-20
- make disciples of all peoples by:
- Going (Sharing the Gospel)
- Baptizing (this is the first step of obedience upon commitment)
- Teaching to Obey
9) Acts 2:37-47
- This is how the first group of disciples began to live like disciples
This is from Dave H.
I’ve recently been re-reading the Starfish & the Spider by Brafman & Beckstrom, a “business book” that has many applications to CPM. In fact, I’ve known about this book for some time, read summaries and bits and pieces, but this week I finally read it through. And was surprised how incredibly useful it is to people like me—
The basic premise of the book is that Spider organizations (centralized, big, top-down, expensive) are giving way to a more elastic and unstoppable type of orgs, dubbed “starfish”. These organizations are de-centralized, flat, self-funded or at least much more accountable to self and each other for funding, and thus they are nearly unstoppable. Groups as diverse as the Apaches, Napster, ebay, eMule, the Quakers, Al Qaeda and even General Electric are used as examples.
While so much could be said about the principles of this book and it’s applicability to DMM Catalysts, I want to take this opportunity to encourage you to read and dissect this book (if you haven’t already).
And I want to point out one chapter to you, Chapter 5, which is entitled “The Hidden Power of the Catalyst”. I was reading this section and kept exclaiming, “That’s me! That’s what DMM Catalysts are trying to do!”
This is what they list as “Catalyst’s Tools” in Chapter 5:
- Genuine interest in others (this builds trust…but only if it’s genuine)
- Loose connections (unlike a select group of close friends, catalysts are able to have powerful, catalytic connections with 1000’s)
- Mapping (thinking about how to connect people for the mission)
- Desire to help (“Wanting to help is the fuel that drives a catalyst’s ability to connect people.” P. 123). This stands in stark contrast to “salesmen” who is out to get something from you.
- Passion (“the catalyst provides the drumbeat for a decentralized organization. Because it cannot draw upon command-and-control to motivate, it needs a strong and ongoing ideology to keep them going. The Cat starts the org and then takes on the role of a constant cheerleader. P. 124)
- Meet people where they are (expert advice giving has the opposite effect that we desire, often turning people away. Question asking and using empathy allows people to see their own problems and “find their own solutions”)
- EQ (=emotional intelligence. Catalysts lead with emotion. Emotional connections come first.)
- Trust (with flat hierarchy, you never know what people are going to do, you can’t control the outcomes, you can’t really reproach others. All you can control is whether people have personal relationships with each other based on trust. 126)
- Inspiration (“A true catalyst isn’t just a matchmaker but also an inspiration to others to work toward a goal that often doesn’t involve personal gain.” (126). BUT, “none of the catalysts we met had a rock-star quality to them. In fact, one catalyst sternly warned us, ‘Don’t you dare make me out to be the hero! This isn’t about me.’” Sounds like John 3:30 to me.
- Tolerance for ambiguity. (Say, “I don’t know”. Willingness to allow ambiguity. Control kills creativity and multiplication.)
- Hands-off approach (get out of the way! By not telling people what to do, this leads them to take charge, creating a high level of ownership.)
- Receding (After catalysts map a network, make connections, build trust, inspire people to act…they leave.) Sounds like Model-Assist-Watch-Leave, doesn’t it?
Oh, one more key point: Obviously the whole metaphor of the book is that spiders are easy to kill when you cut off the head; starfish, however, can multiply with each leg!