The joy of ministry is lost in the terror of being ill equipped for daily tasks. This book leads the way, providing clear plans for the daily tasks of effectively leading a congregation. Make or Break Your Church in 365 Days  helps pastors develop competency in the daily task of leading congregations by answering two fundamental questions: What must be done in the first 365 days of a pastor’s tenure? What is the optimal way to structure a daily work life to affect change in the first year and beyond? These very specific tasks are the behaviors that demonstrate competency and lead to growing, effective churches. Clear plans for the daily tasks of effectively leading a congregation. Asan international consultant, judicatory leader, former large church pastor, andprofessor of homiletics, Dr. Paul Borden knows both what is required totransform congregations and judicatories and how to do it. Borden is Executive Minister of Growing HealthyChurches. He is in demand nationally as a church consultant, who helpedinitiate the "teaching church" movement, in which congregations learnfrom other congregations about excellence. His book Hit the Bullseye(Abingdon, 2006) has been used by over 50 denominations in leading change. Make or Break your Church in 365 Days A Daily Guide to Leading Effective Change By Paul D. Borden Abingdon Press Copyright © 2012 Abingdon Press All rights reserved. ISBN: 978-1-4267-4502-7 Contents CHAPTER 1: INTRODUCTION, CHAPTER 2: IS MISSION POSSIBLE REALLY MISSION IMPOSSIBLE?, CHAPTER 3: 365 DAYS AND COUNTING, CHAPTER 4: MONDAY: TRANSITION DAY, CHAPTER 5: TUESDAY: PREPARATION, CHAPTER 6: WEDNESDAY: COMMUNITY, CHAPTER 7: THURSDAY: FINALIZATION, CHAPTER 8: FRIDAY: BOUNDARY DAY, CHAPTER 9: SATURDAY: ANTICIPATION DAY, CHAPTER 10: SUNDAY: CELEBRATION DAY, APPENDIX ONE: COMMON LEADERSHIP ISSUES, APPENDIX TWO: MEAL MEETINGS, MONEY, AND WAISTLINES, CHAPTER 1 Introduction Pastor Fred sat in his office on his first Monday morning as pastor of First Church. He, his spouse, and their two young children were settling in as he prepared to start his third professional ministry responsibility. They had already experienced the welcome dinner with many from the congregation in attendance. After preaching his first sermon yesterday, he and his family stood at the back of the church meeting and greeting many people from the congregation. Already some people were sharing their expectations for him. Some invited him over for a meal in the near future, others let him know of shut- ins who would like to meet the new pastor, and others hoped he would soon share his office hours so they could meet with him. A few even broached ministry areas with needs to be addressed soon. This would be his second experience as a lead pastor. Upon graduating from seminary, he served two years as a youth pastor in a congregation that averaged just fewer than two hundred in attendance. He was responsible for both the junior and the senior high students. He felt he did a competent job of ministering to the young people. But he wasn't cut out to be a youth pastor. He saw little spiritual growth and no numerical growth in the youth department. After the youth ministry, Fred became the solo pastor of a smaller congregation that averaged sixty each Sunday. He served there three years and initiated some growth so that the congregation averaged about seventy-five by the time he left. He recognized for that ministry to achieve more health and growth, some major issues would have to be addressed. He understood that he was not clear on what all those issues were and that he didn't have the real leaders behind him if he had wanted to implement significant changes. He was delighted to become the pastor of this new congregation since it averaged 120 in worship each Sunday. The job paid more, he had an assistant in the office, and the leaders told him that they hoped to hire a youth pastor, at least on a part-time basis, by the end of Fred's first year of ministry. As he sat behind his desk, his books around him, his diplomas on the wall, his favorite lighthouse prints strategically placed, and his favorite sports team posters displayed prominently, he was filled with conflicting emotions. On the one hand, he was delighted to be in this new ministry. He felt that things had gone well yesterday. His wife and children seemed happy in their new surroundings. He was excited about the prospect of leading a ministry that would be healthy, growing, and not only touching those who came to the campus each week, but also reaching out and changing the community in which the congregation existed. On the other hand, Fred was now wise enough to know that these feelings went with being in a brand-new situation, and most of his good feelings would be short-lived. He also felt a great sense of dread. Other than getting to know the people and the community in which he and his family now lived, he had no real understan