Growth Groups: How to Lead Disciple-Making Small Groups by Colin Marshall - Selecting, Training and Shepherding Leaders

Marshall points out that the success of church Growth Groups hinges on the quality of their leaders, a responsibility he believes should rest primarily on the pastor. He debates that investing substantial time and effort into selecting, training, and supervising leaders is compelling. The pastor’s direct involvement ensures high measures, advances personal relationships, and helps leaders internalize the church’s vision. While some training tasks can be delegated, the pastor’s central role remains indispensable. Additionally, Marshall reiterates the strategic need of equipping skilled teachers within the congregation, noting that while a single pastor can effectively minister to about 150 people, larger congregations require additional leaders to maintain personal ministry quality. He references New Testament examples of various leaders serving single congregations, favoring a structure with multiple pastors or elders. In this model, the chief pastor, typically full-time and paid, leads a team of lay pastors who balance other jobs with ministry, preventing financial strain on the church. Also, Marshall determines consequential difficulties faced by ministers and leaders in balancing responsibilities with leadership training. Ministers often focus on immediate needs, like preaching and crisis management, leaving little time for long-term advance. However, prioritizing leadership training can distribute the workload and back spiritual advancement within small groups. Moreover, he repeats the tension between using people to fill immediate gaps and advancing them based on their strengths, suggesting a shift to the latter can lead to more motivated and well-trained leaders. Furthermore, in selecting leaders, Marshall underlines intuition and inspection, diagnosing those who naturally attract followers, serve selflessly, dovetail passionately with scripture, and exhibit moral integrity. He furthers an apprenticeship model of training, focusing on practical, hands-on experience over traditional classroom settings. This model champions whole progress, ensuring new leaders are profoundly connected to the ministry's values. Lastly, Marshall underscores the priority of continuous support for leaders, warning against neglecting them post-training. Regular, structured meetings with a mentor, focusing on personal and spiritual development, are deciding. This sustained investment ensures leaders remain certain, competent, and spiritually nourished, ultimately enhancing the overall health of the congregation.

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