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The Paradox of Leadership Legacy: Why Vilifying or Deifying Former Leaders Misses the Mark

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By Dennis Gulley of the Porch Coaching and Consulting

When a leader leaves an organization—especially an executive leader in a nonprofit or Christian organization—there’s often a wave of emotional reactions. Some people may villainize the leader for what they didn’t accomplish or for mistakes made along the way. Others might go to the other extreme, putting them on a pedestal, and treating their tenure as flawless.

Here’s the thing: neither response is truly fair—or productive.

Leadership is complicated. It’s full of highs and lows, wins and misses, and decisions made in less-than-perfect circumstances. When we paint a former leader as either a saint or a scapegoat, we oversimplify their work, miss the bigger picture, and often hurt the organization in the process.

For nonprofits and faith-based organizations, this issue can feel even more personal. These leaders are often expected to embody the mission and values of the organization, and their departure can stir strong feelings—positive or negative. But the reality is, no leader is perfect, and no leader is entirely at fault for everything that didn’t go right. The truth is usually somewhere in the messy middle.

If you’re a leader still with the organization, how you respond to a former leader’s legacy matters. It shapes your organizational culture, sets the tone for how leadership is perceived, and either strengthens or fractures the mission. So how can we avoid falling into the traps of vilification or deification? Here are a few practical steps to help navigate this transition thoughtfully.

1. Embrace the Complexity of Leadership

Every leader faces challenges you might not have seen from the outside—budget constraints, staffing shortages, unforeseen crises. Similarly, every leader makes decisions that propel the organization forward, even if they don’t make the headlines. It’s important to acknowledge both sides.

Tip: Instead of a black-and-white “legacy review,” take time to assess their tenure holistically. What were their biggest wins? What challenges shaped their leadership? What lessons can the organization carry forward?

2. Show Grace and Gratitude

In nonprofit and Christian leadership especially, grace isn’t just a nice idea—it’s foundational. Leaders are human. They have strengths and weaknesses, just like the rest of us. Showing grace toward a departing leader reflects the values many of us aim to live by.

Tip: Consider hosting a farewell or recognition event for the departing leader. Use it as a chance to celebrate their contributions honestly—acknowledging the highs while being real about the challenges.

3. Focus on the Mission, Not the Person

One of the biggest mistakes organizations make is conflating a leader with the mission itself. Leaders come and go, but the mission stays. When a leader leaves, it’s an opportunity to show that the organization is bigger than any one person.

Tip: Communicate clearly during transitions. Whether it’s through an internal meeting or a public statement, emphasize how the organization is moving forward and how the departing leader contributed to the mission’s progress.

4. Build a Resilient Leadership Culture

If the organization’s success feels tied to one person, transitions will always be rocky. A healthier approach is to foster a culture where leadership is shared, celebrated, and developed across the organization.

Tip: Start investing in emerging leaders now. By equipping others to lead, you create a stronger organization that isn’t overly dependent on any one individual.

5. Model Healthy Communication

What leaders say—and don’t say—about their predecessors sets the tone for how leadership is perceived. If current leaders resort to gossip or criticism, it creates a culture of distrust. On the other hand, glowing over-praise can set impossible expectations for successors.

Tip: Commit to honest, balanced communication about former leaders. Keep your focus on the future, and avoid dwelling on the past.

6. Be Transparent

When a leader leaves under challenging circumstances, it’s easy for speculation to fill the gaps. Transparency helps prevent that. While some details might need to stay confidential, a little openness can go a long way in maintaining trust.

Tip: Share what you can—why the transition is happening, what’s next for the organization, and how the mission will continue to thrive. Transparency builds confidence.

What’s the Bigger Picture?

When we choose to either vilify or deify a former leader, we lose the opportunity to truly learn from their tenure. Every leader—good, bad, or somewhere in between—leaves lessons for those who follow. And the way we talk about their legacy impacts how the next generation of leaders will step into their roles.

For nonprofit and Christian leaders, this is especially critical. Our organizations aren’t just about achieving goals; they’re about living out values. So let’s approach leadership transitions with grace, honesty, and a commitment to the mission.

If you’ve been part of a leadership transition—either as the one leaving or the one staying—what lessons have you learned? How did your organization handle the process? Let’s start a conversation in the comments.

This more balanced and human approach to leadership transitions not only honors those who came before but also sets the stage for thriving futures. Let’s get this right.

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Steering with Purpose: Balancing Governance and Mission in Non-Profit Boards

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By Dennis Gulley- The Porch Coaching and Consulting

Non-profit boards sit at the heart of organizational success, tasked with a unique challenge: to uphold robust governance while staying true to the passion and impact of their mission. Governance ensures structure, compliance, and sustainability, while the mission embodies the soul of the organization—its reason for existence. Striking a balance between these two elements is crucial. Boards that lean too heavily on policies risk losing the human connection to their cause, while those overly mission-focused may face financial instability or operational chaos. So, how can boards navigate this tension effectively?

Let’s explore the interplay between governance and mission and outline strategies to keep both in harmony.

Understanding Governance and Mission

At its core, governance refers to the policies, structures, and practices that ensure accountability, transparency, and legal compliance. It provides the foundation for decision-making and operational integrity. Strong governance helps maintain donor trust, ensures fiscal responsibility, and keeps the organization compliant with regulations.

The mission, on the other hand, is the heartbeat of a non-profit. It represents the cause, the community served, and the purpose driving the organization forward. A compelling mission energizes board members, staff, and volunteers alike, creating an emotional connection that fuels passion and creativity.

However, governance and mission can sometimes feel at odds. Overemphasis on governance may stifle innovation and alienate passionate members, while neglecting governance risks reputational damage, financial mismanagement, and lost stakeholder confidence. Recognizing this delicate balance is the first step to maintaining both the structure and the soul of your organization.

Why Balance Is Crucial

Balancing governance and mission isn’t just an operational necessity—it’s a strategic imperative for sustaining long-term impact.

1. Maintaining Stakeholder Trust

Donors, regulators, and beneficiaries expect non-profits to be accountable and transparent. Strong governance ensures these expectations are met, while a clear mission inspires trust and ongoing support. Together, they create a virtuous cycle of credibility and commitment.

2. Sustaining Long-Term Impact

Governance provides the stability and infrastructure needed for growth, while a mission-centered approach ensures the organization remains relevant and impactful. A well-balanced board can adapt to change without losing sight of its purpose.

3. Avoiding Burnout and Fatigue

Boards that overemphasize policies risk exhausting members with administrative tasks, potentially disengaging those motivated by the mission. Conversely, boards too focused on passion may create operational inefficiencies, leading to stress and burnout.

Strategies for Balancing Governance and Mission

Achieving this balance requires intentionality. Here are practical strategies to guide your board:

1. Start with a Mission-Driven Governance Framework

Incorporate the mission into your organization’s governance documents, such as bylaws, policies, and strategic plans. Ensure every decision and procedure is evaluated through the lens of the mission. For example, when drafting a financial policy, ask, How does this policy enable us to serve our mission more effectively?

2. Clarify Roles and Responsibilities

A clear distinction between governance and operations is essential. The board should focus on oversight, strategy, and accountability, while staff handle day-to-day activities. Consider appointing a “mission champion” on the board to keep discussions rooted in the organization’s purpose.

3. Foster Open Communication and Collaboration

Regular communication between board members, staff, and stakeholders creates a shared understanding of priorities. Use storytelling in meetings—such as a beneficiary’s success story—to connect members to the real-world impact of their decisions.

4. Regularly Revisit the Mission Statement

Conduct periodic reviews of the mission statement to ensure alignment with organizational goals. Annual retreats can be an excellent opportunity for reflection, ensuring governance practices and operational strategies are advancing the mission.

5. Measure Success in Governance and Mission Terms

Develop key performance indicators (KPIs) that reflect both compliance and mission outcomes. For instance, track financial audits alongside community impact metrics. Share progress reports that balance data-driven governance insights with compelling mission achievements.

6. Strengthen Board Recruitment and Development

Recruit members with diverse skills that address both governance and mission needs. A strong mix of expertise—finance, legal, programmatic, and community engagement—ensures well-rounded decision-making. Provide ongoing training in governance best practices and mission-driven leadership.

A Real-Life Example

Consider the case of a local food bank whose board struggled with balancing governance and mission. Initially, their board meetings were consumed with compliance reviews, leaving little time to discuss community outreach. Recognizing this imbalance, the board introduced storytelling sessions at the start of each meeting, featuring updates from beneficiaries. They also created a governance committee to handle compliance tasks, freeing up the full board to focus on strategic mission-related discussions. The result? Increased member engagement and a stronger alignment between operations and impact.

Conclusion

Balancing governance and mission is a dynamic process, but it’s one that defines the effectiveness of a non-profit board. Governance should be seen not as a barrier, but as a tool for advancing the mission. By embracing a mission-driven governance approach, clarifying roles, fostering communication, and measuring success in holistic terms, boards can create an environment where structure and soul coexist harmoniously.

Take a moment to evaluate your board’s current practices. Are you devoting equal attention to governance and mission? If not, consider adopting some of the strategies outlined here. By steering with purpose, your board can ensure long-term impact while staying true to the heart of your mission.

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An Exciting New Tool for My Tool Box

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Why I Have Chosen To Be Certified in the Rocket Model™ and the Team Assessment Survey

During the last 33 years, I’ve had the honor of doing some deep-dive work in leadership positions across North America, Central America, Europe, and Africa, with training, mentoring, coaching, teams, and conflict resolution. This long journey has fueled my interest in coaching teams. I really do feel that developing healthier, relatable teams is one of the most effective levers we can use to add value and productivity for all organizations.

As I deeply explored tools to enhance teamwork, I learned about The Rocket Model™ and its Team Assessment Survey (TAS) designed by Dr. Gordon Curphy and Dr. Dianne Nilsen. This simple yet effective approach to building powerful teams is grounded in more than 20 years of research conducted with over 3,000 teams.

The Rocket Model™ is simple, effective, and one of the most eye-opening tools I’ve encountered. It simplifies the complexities of team dynamics via eight elements: Context, Mission, Talent, Norms, Buy-In, Power, Morale, and Results. It is so clear that diagnosing and enhancing team performance becomes straightforward.

I was particularly taken with the flexibility of the model. For corporate teams, nonprofits, and municipal groups, it is a well-implemented resource for team environments.

A TAS is a brief, 15-minute online assessment that provides teams with important feedback on their dynamics and performance. It considers things like challenges, purpose, goals, team size and composition, decision-making, and psychological safety. The feedback report includes benchmarking comparisons with similar teams, as well as an overall Team Effectiveness Quotient (or TQ score) and actionable feedback on where the team can develop.

This concrete feedback enables teams to focus on their strengths and highlights opportunities for growth, promoting targeted improvement.

Before TAS, I was exposed to The Rocket Model™, and recognizing how transformative they can be, I knew I wanted to use these tools in my coaching practice, so I chose to get certified. From this experience, I developed the ability to accurately diagnose a team’s performance and devise actionable paths to improvement.

Now that I am equipped with this qualification, I am well-positioned to run team workshops, conduct evaluations, and provide tailored coaching for team efficiency and effectiveness.

I bring a passion for team success. I sincerely want to see teams in organizations, businesses, nonprofits, and municipalities thrive. Organizations flourish when they have healthy, connected teams. I hope to leverage these tools to help teams be challenged, trust each other, and accomplish their goals.

Connect with me if you are looking to take your team effectiveness up a notch and to build a collaborative, high-performing environment. I would love to work with you to explore how we can use The Rocket Model™ and TAS to ensure you are using your strengths and implementing improvements that best align with your organizational mission and values.

I am passionate about awakening leaders and teams to thrive and perform from the core of health and connection at The Porch Coaching & Consulting. So, let’s take this journey together towards excellence and bring a long-term positive change to your organization.

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The 10-15% Rule: Finding the Valid Concern in Every Complaint

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As leaders, we often face criticism, complaints, or negative feedback, whether it’s from employees, colleagues, or clients. It’s natural to feel defensive or dismissive when confronted with complaints, especially if they seem exaggerated, misinformed, or based on emotion rather than fact. But what if we approached these situations with a mindset that acknowledges that 10-15% of every complaint is valid?

The concept is simple: even in the most challenging or frustrating complaints, there is often a kernel of truth. If we can identify and act on that small percentage, we not only address the root cause but also dramatically improve our leadership and relationships. By focusing on the valid 10-15%, we can make meaningful changes that please the other person, strengthen our leadership, and watch the rest of the complaint fade away.

Why the 10-15% Rule Matters

1. It Builds Trust and Empathy

When someone brings a complaint to you, they’re often looking for validation. By listening and acknowledging the valid part of their concern, you build trust and demonstrate empathy. Even if 85-90% of their complaint is emotional or exaggerated, taking the time to find the valid portion signals that you care about their perspective.

This is critical for leaders. Trust is the foundation of effective leadership, and leaders who show they are willing to listen, learn, and change based on feedback are more likely to earn the respect and loyalty of their teams.

2. It Enhances Self-Awareness

A key element of emotional intelligence is self-awareness—the ability to understand how our behavior impacts others. When we focus on the valid 10-15% of a complaint, we force ourselves to reflect on our actions or decisions objectively. This helps us identify areas where we can improve, even if the overall complaint feels unfair.

Self-aware leaders are better equipped to grow and adapt. By making small, targeted improvements based on legitimate feedback, they enhance their leadership skills and become more effective over time.

3. It Encourages Constructive Change

Often, the valid part of a complaint highlights an area where a system, process, or behavior isn’t working as well as it should. By identifying this portion and taking action, you can create constructive change that benefits everyone.

For example, if an employee complains about micromanagement, even if you feel you’re not overly controlling, there might be a valid concern about how much autonomy they have in their role. By giving them a little more responsibility, you not only address their specific concern but may also increase their job satisfaction and productivity. Addressing the valid 10-15% can lead to real improvements that extend beyond the initial complaint.

How to Apply the 10-15% Rule

1. Listen Actively Without Defensiveness

The first step in applying the 10-15% rule is to listen carefully. This means resisting the urge to interrupt, defend yourself, or dismiss the complaint. Active listening involves giving the other person your full attention, asking clarifying questions, and showing empathy for their feelings.

2. Identify the Core Issue

Once you’ve listened to the complaint, take time to separate the emotion from the facts. Ask yourself: What part of this complaint is rooted in a legitimate concern? Even if the complaint is wrapped in frustration or hyperbole, there is likely a specific issue at its core that can be addressed.

For example, an employee may complain, “You never listen to our ideas!” While the word “never” is likely an exaggeration, the valid part of their concern may be that they feel unheard during team meetings. By identifying this specific issue, you can take steps to improve communication and ensure that everyone has a voice.

3. Acknowledge and Validate the Concern

After identifying the valid 10-15%, acknowledge it. Let the other person know you hear them and that you recognize the legitimacy of their concern. This validation can go a long way in diffusing tension and making the person feel respected.

You might say something like, “I understand that you feel I haven’t been giving enough attention to your ideas in meetings. I can see how that would be frustrating, and I’ll work on ensuring everyone gets a chance to contribute.”

4. Take Action

The most important part of this process is following through. Identifying the valid portion of a complaint is only helpful if you use that insight to make a positive change. This doesn’t mean you have to overhaul everything based on one piece of feedback, but it does mean making small, meaningful adjustments.

In the previous example, this might involve creating more opportunities for team members to share their thoughts or actively soliciting input from quieter members of the group. By making these changes, you demonstrate that you’re responsive and committed to improvement.

5. Watch the 85-90% Disappear

Once the valid concern has been addressed, something remarkable often happens: the remaining 85-90% of the complaint vanishes. When people feel heard and see action being taken, their frustrations dissipate. Often, the emotional weight of the complaint was tied to feeling ignored or powerless. By addressing the root cause, you remove the fuel behind the rest of the complaint.

The Impact on Leadership

Leaders who consistently apply the 10-15% rule create a culture of openness, accountability, and growth. By seeking out the truth in every complaint and using it to drive positive change, they not only resolve issues but also foster an environment where feedback is valued, and continuous improvement is the norm.

The next time you face a complaint, instead of dismissing it or getting defensive, take a moment to reflect on what part of it might be valid. By finding and addressing that 10-15%, you’ll strengthen your leadership, improve relationships, and create lasting, positive change.

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Double Dividends of Gratitude

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Last night I committed two cardinal sins that effected me greatly. One, I had a cup of coffee at 6:30 pm as I prepared to have a Zoom Meeting with our Board of Elders. Two, I watched CNN at 11:00 pm.

The coffee and the Elder Board meeting was a sure-fire cocktail to guarantee I would not be going to bed early or fall asleep fast. I am always energized by the Elder meetings and that gets my brain going and coffee is never a good idea for a fifty-something year old after 4:00 pm.

Then you throw in the weight of the international news so late at night and I knew that I was ready to fight to fall asleep. But I was pleasantly surprised last night.

I have recently begun to incorporate a nesting set of Tiny Habits with my bedtime routine. Let me explain. For years I have had the habit of quoting Psalm 139: 23-24 when I get into bed, after Joanne and I pray together.

Search me, God, and know my heart;
    test me and know my anxious thoughts.
 See if there is any offensive way in me,
    and lead me in the way everlasting.

This scripture always helps settle my spirit, and I will quote it in my head as many times as I need to calm myself. Now enter the Tiny Habits. Dr. B.J. Fogg is a person that I have followed for a number of years and he has developed a simple way to create strong and lasting habits. He does this through the use of Tiny Habits.

Simply put a Tiny Habit is something you can do in 30-60 seconds and that is tied to something you already do habitually. It is a proven method to help people develop healthy and lasting habits.

So, for me, when I sit on the edge of my bed at night and set my alarm on my phone the next morning, as soon as I set my phone down, I take three deep breaths to relax my body before I lay down. Then I lay down and quote Psalm 139. So I have nested two Tiny Habits together.

Those two Tiny Habits usually do the trick to get me to relax, but over this last few weeks, with a bit of extra anxiety from all that is happening in our world, I have chosen to nest in one more Tiny Habit to this routine.

Now, immediately after I pray Psalm 139, I list two or three things I am grateful for. It has been proven that gratitude has very positive implications for our mental wellbeing. As I have gotten in the habit of doing this, I have found that usually as soon as I practice gratitude my thoughts usually turn more positive and creative, rather than negative and fearful.

If you struggle with fear or anxiety, you may wish to try something similar with Tiny Habits and especially gratitude. It can have a huge impact on our mood and our resiliency.

Do you want to get even more out of the habit of gratitude? Would you love to not only help yourself feel better, but spread that feeling to someone else? Then I encourage you to add one more habit, that may not be so tiny but have a huge impact on you and others.

Every time you acknowledge gratitude for another person, chose to reach out to that person within 24 hours to express that appreciation to them. You will be amazed at how much better you will feel, and you know how good it will make the other person feel as well.

Want to hear more and be more motivate? Then watch the following video!

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Community Building and Covid-19

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The information I am sharing here is from the good folks at the Tamarack Institute. The Tamarack Institute develops and supports collaborative strategies that engage citizens and institutions to solve major community issues across Canada and beyond.

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We Can Still Connect!

Here are five community building stories and ideas sent in by Tamarack Institute members in response to COVID-19.

  1. How Cochrane is Fostering Community through Technology – Communities in Cochrane are creating fun and easy ways to connect through technology.
  2. Woodstock’s Virtual Storytimes – A Community Librarian in Ingersoll started Virtual Storytimes so children and their parents or caregivers could feel like they were still at their local library.
  3. Edmonton Stays Connected with Community Postcards – A woman in Edmonton has created printable postcards as people are self-isolating showing just how easy it is to spread kindness during these uncertain times.
  4. Hamilton Caremongering Campaign Supports Local Community – A Facebook group, CareMongering-HamOnt, has popped up in Hamilton as a community response to COVID-19.
  5. Waterloo’s Window Walks - Waterloo is encouraging neighbours to participate in fun and easy Neighbourhood Window Walks to encourage staying connected.
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Search Me o God…..Please!

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Search me, God, and know my heart; test me and know my anxious thoughts. Psalm 139:23

I have never been a consistent blogger, nor have I ever felt that I should be. This week made me rethink that. As I write this we have just come through the first of maybe many interesting weeks due to the Covid-19 pandemic.

As I wrestled all week to know how to manage leadership and shepherding within our community of faith at Leduc Fellowship Church, I felt that I wanted to reach out to those who wanted to be reached, but I did not want to bother those who felt I had already sent out too many emails.

This blog seemed like the right tool to use. I have used it on and off in the past, but never did I see it as a necessity. Now I do.

It has been one heck of a week with one unusual change after another. Starting with students being told to not attend school for who knows how long, and then that worship gatherings and family events including weddings and funerals were to be no larger than 50 attendees.

What a scramble for parents to find daycare when all have been closed, many churches to figure out the technological side of doing virtual church, brides and grooms cutting their guests lists and families not being able to honour the life and legacy of their departed loved ones. All of these scenarios were part of life for me this week and for so many.

I must admit, this week has caused me some anxiety and stress. Despite this strain, I must say I have seen much good. I have seen neighbour reach out to neighbour, I have seen people turn to prayer and worship over dispair, I have seen teamwork that is off the charts, I have seen an outpouring of love and grace, and I have seen people slowing down to care and share life together.

Over the next days, weeks or months, I hope to use this space to share the good and the great that I see. There may be moments of the difficult, but I believe there will be more moments of greatness.

Keep checking back!

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Gospel Storytelling–Part 8–Release Your Story

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Well, this will be the final post in this initial series on Gospel Storytelling.  Now that you have developed your personal Gospel Story and you are ready to naturally give testimony of the Gospel’s impact on your life, the only thing left is to begin to pray that the Lord will give you an opportunity to share it.

Simply pray that the Lord will show you the opportunities that already exist in the natural path and pace of your life.  You really do not need to create chances to share, they most likely already exist, you just need to open your eyes to the relationships that God has prepared for you and from love share your story as opportunity arises.

Just remember two simple rules.  First, don’t force the sharing of your story, just let it happen naturally.  Be ready at any time to share your story.  Secondly, remember to never make people a project.  Simply be ready to share with them out of love and concern for them.  Be patient, the chances will come if you are ready!

Enjoy the chances you are given to share God’s love for you!

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Gospel Storytelling-Part 7–Begin Sharing Your

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Over the last number of weeks, we have been working through the process of discovering, recording and writing down our Gospel Stories. If you have not been following along on this project check out the previous posts on Gospel Storytelling.  

If you have been following along, we are getting very close to the end. Next week will be our final installment of this series.  

Putting Your Story to Work:  This week I want to encourage you to begin to put feet to your story.  You hopefully have had a chance to write your story down according to the framework laid out last week, and hopefully have read it daily since then as you were encouraged to do.

Now, I want you to find one or two people to share your story with.  I want these to be Christian friends or family.  Please inform them that you have been working on learning to be a Gospel Storyteller and that you would like to share your BRIEF story with them.  Try and tell your story following the way you have written it, but tell it without reading it from the paper.  

It is ok if you mess up a bit, just don’t get frustrated.  This is just for practice and to get some experience telling your story.  Make sure to not take off down any “rabbit trails”.  Stick to the script as much as possible.  

When you are done with your story, allow your listener to ask any questions they may have.  Also, ask your listener if there were any parts that were not clear, or not spoken well.  Take their advice to heart and then adjust your story later if needed.  

One last encouragement: don’t think that you can’t share your story with your family, your wife and children specifically .  You may think they know your story, but they may never have heard it communicated in such a clear and concise method.  They might truly enjoy hearing it!

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Gospel Storytelling–Part 6–Refining Your Personal Story

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In the last episode of this series, you were encouraged to record your personal Gospel Story in writing. Taking the notes from the previous number of weeks you were invited to put on paper the history of God Breaking Into your life, God Breaking Through the sin, shame and hurts of your life, and God Breaking Out on mission through your redeemed life.

If you haven’t had the time to read through each of these articles and spend some time reflecting on how God is working in your life, feel free to get caught up this week. Click this link for all the articles to this point.  GospelStorytelling.pdf

Hopefully, your had the opportunity to pencil out a rough draft of your story.  If you did not, stop and work on that now.  If you did, now we begin the process of refining that story into a short form that would be appropriate to share with a friend, teammate, neighbour or co-worker when an opportunity arises.

First off, let me state that we want to make sure all of this work is not to be used on people that we make into our projects.  We simply are doing this so we will have the confidence to naturally give testimony of the Gospel’s impact in our lives when opportunities arise and trust me opportunities will emerge when we are tuned in and looking for them.

Refining Your Personal Gospel Story: Set aside a period of time (30-60) minutes to transform your rough draft story into a more concise and clearly presented document.

Make sure you will be able to unplug and remove yourself from anything that will distract you.

As you begin your time of reflection, pray that God would remove any distractions so you might hear clearly from the Lord.

The goal of this exercise is to refine your Personal Gospel Story down to a 3-5 minute informal conversation you can have with a friend.  This week we will seek to get the written form down to what you can share in 3-5 minutes, then next week we will talk about creating opportunities to share the story.

Now your aim will be to get your story to a two-page document. To make this happen we will follow the basic layout of a 3 point essay.  This layout will consist of the following points:

Introduction Paragraph: This paragraph will tell the reader/hearer what you will be telling them.  For this purpose, you should tell people about how important the Gospel, the Good News of Jesus has been to your life.

Breaking In Section:  This will be one or two paragraphs telling the short version of how God got ahold of you and broke into your life.

Breaking Through Section:  This will be one or two paragraphs telling the short version of how God Broke Through the shame, sin and hurts of your life.

Breaking Out Section:  This will be one or two paragraphs telling the short version of how God is now allowing you to partner with Him on his mission to redeem all things to Himself.

Conclusion Paragraph:  This paragraph will summarize what you have already told them and to remind them of how important the Gospel is to your life.

Once you are done with refining your story please set it aside and read it once a day until next week.