Early Planting Leadership Models

1 Timothy 5:22 makes it clear that we should never be hasty to appoint elders in the church. This is especially true in a church planting context where a planter has not had the benefit of knowing or ministering alongside people over an extended period of time. In light of this, in the FLD, we expect planters to establish one of the following three forms of transitional leadership (a.k.a. provisional elders) in the early years of planting.

The Elder Loan Model

This model involves appointing a small group of leaders from inside the plant and from established like-minded evangelical churches in the region. The established church elders are “on loan” for this early phase of planting. This model works best with plants that have little to no ties to a regional parent church.

• The advantages of the elder loan model is that it connects the church plant to other healthy evangelical churches in the community.
• The vulnerability of the elder loan model is that there is a risk that the “loaned elders” don’t share the chemistry or culture of the church plant. 

The Parent Church Model

This model involves appointing a small group of leaders from inside the plant and from the parent church. The only difference between this and the “elder loan” model is that leaders are coming from the planting church.

• The advantages of the parent church model is that the church plant is very connected to the resources and influence of the parent church.
• The disadvantage of the parent church model is when the plant is ministering in a different context or with a different philosophy than that of the parent church. 

The Veteran Team Model 

This model involves a church plant where three or more elder-qualified leaders are guiding the church from its inception. Though these elders should have a close connection to outside advisors and district leaders, they have the advantage of providing tested and trained leadership from day one in the planting process.

• The advantages of the veteran team model is that all the leaders are equally invested in the church from day one. An established elder team also protects the church plant from being hijacked by core-team members who may try to steer the church away from its core values.
• The disadvantage of the veteran team model is that there is, at times, a hesitancy to train and appoint new elders in a timely manner. In this situation a veteran team can risk growing too inward in their sense of control and community.

Leadership Challenges in Planting

In this podcast Daniel Im and Todd Adkins discuss the challenges of leadership in the early stages of church planting. Those who have planted know that one of the biggest challenges in a young church is a shortage of good leaders. So how do we solve this problem? On one end of the spectrum some hold off on appointing leaders for too long, which can lead to burnout. On the other end of the spectrum some empower leaders too early, which can harm the long term health of the church.

Daniel and Todd suggest that there are three primary qualities to look for in leaders; character, chemistry and competency. Chemistry represents a shared passion for the values and vision of the church. Competency represents the knowledge and skills needed for effective leadership. They suggest that character and chemistry are essential, but competency can be mitigated in the early months and years of planting.

In light of their recommendation, here are some rules of thumb for leadership in the early years of planting.

1. Adopt a transitional leadership model that will allow you to have flexibility in your leadership standards. In other words, hold off on eldership and other permanent leadership roles until you are ready to empower fully prepared and qualified leaders.
2. Don't compromise on good character and common chemistry. If you settle for less in these areas you will end up producing an unhealthy culture of leadership that works against your vision and leads to mission drift.
3. Have a mechanism in place to develop the competency of early leaders. Competency can be developed, but it requires intentional pathways for learning and growth.