# data[].attributes.body
Of those, I guess the high-performance leader (though I don't know that I am always as productive as I would like). Yes, I have a difficult time delegating, but I think it is more that I have felt that asking others to help is inconveniencing them...I need to give volunteers an opportunity to "own a piece of the vision".

# data[].attributes.headline
Aleta: Quote; p. 157 "No matter who you are, how famous or powerful, one day somebody will replace you."

# data[].attributes.subject
Aleta: Quote; p. 157 "No matter who you are, how famous or powerful, one day somebody will replace you."

# data[].attributes.body
Quote 2; p. 158, "Learning to effectively hand off leadership to the next generation is vital to the longevity of any organization, especially the church."
Quote 3; p. 163, "...if you can successfully inspire your existing volunteers to replace themselves, volunteerism has the opportunity to grow exponentially. The grassroots goal is to make sure that every volunteer makes it their mission to recruit another volunteer."

Added... p. 162 "Instead of asking the question, 'What keeps me from growing as a leader?' you should be asking, 'What keeps those around me from growing as leaders?'"

# data[].attributes.body
I can see myself having a blend of leadership types: entrepreneurial, nurturing and innovative. But the strongest weakness that I identify with is Nurturing; lack the zeal to confront someone in areas that really need to change. I am very non confrontational and have a hard time addressing issues especially when my first attempt is too subtle or the when it isn't listened to the first time.

# data[].attributes.body
For Computer Slides I have invested in Deb, but that may not be panning out.

For Sound, I have been teaching and investing in Cody.

As for other areas that I have responsibilities, no one.

# data[].attributes.body
There are many leaders in our organization, and too many to list. for the most part, there is no real plan to replace leaders, with the exception of changing board members. But that is real strategic replacement

# data[].attributes.body
1. When you attempt to hold on, you encourage your organization to be built around a personality; when you strategically replace yourself, you allow your organization to be driven by a vision. p. 158

2. When you applaud leaders who push others into the spotlight, you send a message to everyone about what is really important in your organization. p. 162

3. A simple announcement or church bulletin insert is rarely successful in finding volunteers. Why? Because leaders don't volunteer; they are recruited. They respond to a personal invitation, not a general announcement. p. 164

4. The point is you should not let what you don't know keep you from apprenticing someone. p. 165.

# data[].attributes.body
Realistically, I don't see any. We have people shifting jobs or responsibilities but there isn't much of a transfer.

# data[].attributes.body
1. Not confronting people when things need to change.

2. Being possessive.

3. Stubbornly resist change or different thinking.

4. Failure to delegate.

# data[].attributes.body
I think we need to learn and embrace the concept of planned replacement being healthy (and becoming part of our DNA), as opposed to the common thinking that replacement is reserved for imminent removal from an organization, voluntarily or not. We have to change our mindset in order to create the strategic replacement (as Josh identified it), so we don't have those plans yet.

# data[].attributes.body
To a small extent, with regard to Quizzing, Emma and Becky. Becky discovered last quiz year how much she enjoyed being a part of it. I need to identify others to help.

# data[].attributes.body
Cleaning the church has been defined (needs to be updated).

# data[].attributes.body
Page 158
When you attempt to hold on, you encourage your organization to be built around a personality; when you strategically replace yourself, you allow your organization to be driven by a vision. Learning to effectively hand off leadership tot he next generation is vital to the longevity of any organization, especially the church.

page 160
a leadership wall can directly stunt the growth of those on your team and, ultimately, create a leadership gap in our organization. Lids may stop leaders from growing up, but walls keep people out. (This is currently a problem in our church.)

Page 162
Job security is too often based on someone's insecurity. (We must do ministry with our hands open understanding that giving others credit and recognition builds the kingdom not our kingdom)

page 163
Some churches buy into the myth that is the responsibility of a few staff to do most of the recruiting. When you embrace that mindset you immediately limit the number of volunteers you can scout and train. But if you can successfully inspire your existing volunteers to replace themselves, volunteerism has the opportunity to grow exponentially. (This is a sustainable idea as we build this into our congregation immediately.)

Page 164
A simple announcement or church bulletin insert is rarely successful in finding volunteers. Why? Because leaders don't volunteer; they are recruited.

# data[].attributes.body
Board Members
Trustees
Stewards
SDMI Team
Missions Team
Youth Team
Worship Team
Children's Team (eventually)

We don't currently have a plan for replacement except for board members.

# data[].attributes.body
This is an interesting question, I think my role in replacing myself is to groom other pastors as they come on staff as well as have strategic conversations with the board and key influencers as to what to look for in our next pastor.

# data[].attributes.body
This is something that, according to Dwayne Rathburn, we have never been good at. It's something we must work hard on immediately as this will help those who follow behind to be successful and take us to new heights in ministry.

# data[].attributes.body
I believe I am entrepreneurial, nurturing and somewhat high-performance (it doesn't always look like it but I have a tendency to want to do things with excellence and run over people when they don't comply. It circumvents their growth. I am currently stepping way back and trying to do more coaching instead of doing ministry myself. I am also trying to stay in my own lane.

# data[].attributes.body
I feel we, unknowingly, build walls and exclude people from ministry, not because we don't want help but we are concerned they will mess something up or we don't want to bother them.

I also feel that we struggle with loving honoring people by confronting them, teaching/coaching and holding them accountable. It's good when we love those we love enough to confront them with the truth and what we deem necessary in our ministries. Things will never change if we don't.

# data[].attributes.body
The point is no matter how good the system, a consistent time of evaluation can produce tremendous benfits