While The Studio is new, the CCCC Organizational Design Model that powers it is not. Well over a decade ago, CCCC developed and began testing this model in our own organization, step by step, helping shape the CCCC organization you see today. During that time, we grew both our staff and our membership by fifty percent, while also adding new programs to better support Christian ministries and advance our mission.

This is the story of how the model transformed CCCC. May our story inspire you to imagine what The Studio could do for your ministry.

Scene One: The Starting Point

When I began serving as CCCC’s senior leader, I was struck by its potential to do so much more to support Christ’s churches and ministries. God gave me an expansive vision for CCCC’s future. The challenge was that we did not have the capacity to build that future right away. Can you relate to having a compelling vision for your ministry while knowing that, at least for now, it is beyond your reach?

Scene Two: The Turning Point

As I reflected on the gap between God’s vision for CCCC and our available resources, I had a moment of deep clarity: I was thinking too narrowly. I was focused on new program ideas to grow the organization when what I really needed to do was to build an organization capable of supporting the vision. That shift in perspective changed everything.

It also struck me that many other pastors and executive directors may feel the same tension. They can see what God wants their ministry to be and do, but they are still living within the realities of the present. There needs to be a bridge between the present and the future. To address the unique challenges of this in-between space, I began developing a model to guide CCCC and other ministries in thoughtfully designing and building their organizations.

Drawing from my education, research, and careful reflection on what makes a strong, supportive ministry organization, four defining characteristics emerged that shape its every aspect. Such an organization is exemplary, healthy, effective, and Christian.

These four ideas became the Pillars of the CCCC Organizational Design Model, supported by forty-nine Key Indicators that serve as objective evidence of their current condition. I wrote detailed definitions of the ideal conditions for each Key Indicator, and we began shaping CCCC to reflect them.

The model ensured that CCCC leadership considered every aspect of the organization. We didn’t just focus on what seemed like the obvious priorities. We took the time to review all the Key Indicators and challenged ourselves to identify evidence that each was either fully present or could be further developed.

The assessment showed that some Key Indicators were not as strong as thought. It exposed blind spots that might have been overlooked without the comprehensive model to guide our assessment. It also revealed some Key Indicators where we had settled for less than their full potential. As a result, it raised our aspirations for the organization.

Without the model, we already knew the obvious areas that needed work and had high aspirations for them. However, we would have improved certain areas while leaving others underdeveloped. We would have built a lopsided organization. The model gave us a way to examine the entire organization. Everything in an organization needs to work together, and the model helped us develop a comprehensive approach to strengthen the whole organization in an orderly way, as resources became available.

Can you imagine the difference it made to my leadership? Seeing the full picture of what needed further development allowed us to prioritize our list of development opportunities in a way that the organization could handle. Now imagine bringing your team together to close the gap between God’s vision for your ministry and your current reality. Can you see it?

Scene Three: The Fruit of the Work

The purpose of change is the fruit it bears. Applying the model at CCCC while I developed it allowed me to see its effects firsthand. In 2012, we made our first significant decision based on using the model, and we saw all the results we expected within eighteen months. It was such an encouragement to the CCCC board and team members. Since then, we have continued to make good progress toward God’s vision for CCCC, both in how we work internally and in how we help our members strengthen their organizations. CCCC’s potential is being realized in ways I once hoped for, and even in some ways I did not imagine.

Part of the vision was to cultivate a workplace that is a positive, joyful place to be. I longed to create an environment where team members feel valued and able to make meaningful contributions, while working with excellence and experiencing joy. Ministry work is serious, but it is also a labour of love. A workplace shaped by love will naturally show the fruit of the Holy Spirit, blessing not only staff members but also all those served through the ministry.

In addition, I began thinking about the organization I would one day hand to my successor. I conceived of myself first as a steward, which shaped how I lead. I know that every leadership decision I make contributes to the ministry that future generations of CCCC leaders will inherit. That helped me see more clearly that one of my most important responsibilities is to leave behind an organization that is strong, healthy, and pleasing to God. That last part matters deeply. In Christian leadership, pleasing God cannot be taken for granted. It must remain a deliberate and prayerful goal. This is why one of the four Pillars of the model is being Christian.

What CCCC did by using the model is not a prescription for every ministry. The beauty of the model is that it helps each ministry discern what is right for its own calling and context. 

As you reflect on what CCCC has done, how might God be inviting you to strengthen the organization that supports your ministry?

What We Did

Here are some of the ways this model helped strengthen CCCC.

Flourishing People

To be healthy, a ministry organization needs people who can flourish.

For CCCC, that meant creating an attractive workplace environment. We decided that rather than simply being an employer, we would aspire to be an employer of choice. We wanted CCCC to be an outstanding and desirable place to work. We paid attention to every detail, shaping our office aesthetics, cultivating a life-giving culture, and providing tools that make work easier as we built an attractive workplace environment.

It also meant prioritizing team care and development. Our policies now support work-life balance and provide flexibility when staff members need to adjust their schedules. Team members have access to a Wellness account for eligible health-related expenses not otherwise covered. We also introduced regular one-on-one employee engagement discussions to facilitate meaningful dialogue between supervisors and team members.

Sufficient Resources

To be healthy, a ministry organization must also have sufficient resources.

For CCCC, this involved building a more sustainable funding model. We undertook a thorough analysis of our programs to determine how well they aligned with CCCC’s purpose and strategy, how significant their impact was, and whether they covered their costs. That process led to the closure of two high-profile programs that were past their prime, as we had identified more effective ways to provide those services. It also led to adjustments in membership fees, ensuring that each program could sustainably cover its own expenses. Those changes allowed us to reallocate funds and hire several additional team members, strengthening the organization.

Christian Faith

For the first time, we also applied for and received a significant grant, which helped support The Studio’s development and launch. Because of that funding, we were able to introduce the program in its optimal form rather than as a minimum viable version. This happened because of a decision to stretch our faith. Before using the model, we believed we should operate entirely on earned income. The model helped reshape our thinking and to leave room for God to do what only he can do. Instead of bootstrapping our way forward, we came to trust more fully that God can provide in ways beyond what we expect, in keeping with Ephesians 3:20, and he came through with the funding.

Best Practices

To be exemplary, a ministry organization must embrace best practices.

At CCCC, this included defining our organizational ethos, our shared way of being, as a team. Through several discussions with team members, we clarified how we see ourselves, our work, our team values, and our cultural aspirations, and how we can be more aware of our emotional impact on one another. Our Staff Handbook now includes formal statements of these reflections.

Skillful Execution and Adaptability

To be effective, a ministry organization needs skillful execution and adaptability.

As we applied the model over time, we grew in operational management excellence by hiring our first HR professional, our first marketing specialist, and our first project manager. When I began at CCCC, one person, supported by a bookkeeper, spent only a very small portion of his time managing our finances. Today, we have two Certified Public Accountants on staff who care for our finances, improve workflows for financial processes, lead programs, and advise members.

We also created a position for a second lawyer, increasing our capacity for legal interventions and strengthening our involvement with the Charities Directorate and other forums that affect charities and their welfare. And, we added a second IT person to help us incorporate technology into everything we do.

We augmented internal resources by replacing legacy in-house digital systems with new software platforms, thereby improving our workflows, marketing efforts, and digital presence.

We became more intentional about mission impact assessment. The model helped us develop new ways to assess how well CCCC serves its members, resulting in a strategically focused dashboard report for our board of directors and a more comprehensive leadership view of our effectiveness. We established four rating categories, each with clear criteria for deciding what is working well and what needs improvement, along with benchmarks for progressing from one rating to another.

This experience changed our approach. Previously, we had focused primarily on informing and educating our members. Through the model, we adopted a mission-first mindset that shifted our attention from outputs to outcomes, from what CCCC does to what our members can do because of what CCCC provides.

Strong Christian Identity and Dynamic Spirituality

A Christian ministry organization needs both a strong Christian identity and a dynamic Christian spirituality.

At CCCC, that has meant weaving Christian values and beliefs into every aspect of our life together, including performance evaluation, member relations, program delivery, governance, and planning.

It has also meant nurturing a shared spiritual life. We aim to build Christlike relationships within our team and with others. One way we do this is by inviting every team member to contribute personally in staff meeting devotional times. Over time, people have shared a testimony, a meaningful worship song or hymn, a Bible character they identify with, or a Scripture passage that has shaped them. They have spoken about aspects of their faith that have deeply moved them or seen them through challenging times. These moments have deepened our understanding of one another and transformed how we relate as co-workers. We also pray aloud together in staff meetings for our members and for any specific prayer requests they send to us.

In addition, I developed God’s Workplace, a devotional resource for our members that helps connect organizational and operational concepts with faith and our calling to serve Jesus. In pursuit of a faith-fused work culture at CCCC, we also use this resource in our staff meetings to support our aspirations for the kind of people and ministry we want to be as a Christian organization.

Conclusion

CCCC now has years of experience in shaping its organization by using the model that underpins The Studio. We have learned that the first results of change are evident in the short term, and those early results grow in time and encourage even further organizational development.

My hope is that the CCCC organization I leave to my successor will be a shining example of what it means to please God as a Christian organization, remaining strong and viable for many years, so that ministries across Canada are well supported in their good work. I also hope to look back one day, knowing in my heart that I did my very best to shape the kind of organization the CCCC ministry needs to fulfill its vision. I can say with confidence that it makes a profound difference when a ministry prioritizes building an organization that can truly support the work God has called it to do.

My team and I have experienced firsthand the value of the CCCC Organizational Design Model. In 2025, our entire board and staff went through The Studio program to engage with it in the same way you can. It is now part of our ongoing organizational development process. The report continues to help us step back and see the entire organization more clearly. It prompts us to reflect deeply, notice what we might otherwise overlook, and set wise priorities that move us forward one step at a time. Because of that, we are building for greater impact on a stronger foundation.

The Studio offers a self-assessment, report, and follow-up guidance to help you understand your organization as it is today and discern your next steps toward fulfilling your vision. As a fellow ministry leader, I invite you to step into The Studio and begin shaping your future organization today.

The post Strengthen Your Ministry with The Studio from CCCC: The CCCC Experience appeared first on CCCC Blogs.

While the following are great tips for writing, I was saddened as I read the book at the isolation of Tozer from his wife and family. His prodigious writing output came at the cost of his family having the husband and father God intended families to have. Be careful that your writing, or indeed ministry, comes at the cost of your family.

Tips for Writing Original Content

Tozer’s books and articles were so well received because they contained original thoughts based on his own thinking and reflection. The bullet points below are all quotes from the book The Life of A. W. Tozer: In Pursuit of God by James Snyder and will help you be more creative with your own writing. My comments are in the sub-bullets in italics:

• What set Tozer apart was his ability to quickly assimilate the knowledge he gained from reading. Tozer was more than a reader — he was a thinker. He often counseled, “You should think ten times more than you read.” This was his own practice throughout his life. By doing his own thinking, he arrived at this own independent conclusions.
  • I heartily agree with this. Leaders — make time for thinking!
• “Get the idea clear,” he used to say, “and the words will take care of themselves during [sermon] delivery.”
  • Amen! When I find myself spending hours trying to write a post, it’s almost always because either I haven’t thought clearly enough about what my point is or I haven’t got the logic right of how to present the point.
• “The only book that should ever be written is one that flows up from the heart, forced out by the inward pressure,” he often cautioned aspiring writers. “You should never write a book unless you just have to.”
  • Yes! I never write unless I have something I think will be a unique contribution to the literature or I am reporting something I think my audience will find helpful. No copycat writing from me!
• Tozer labored over everything he wrote. “Hard writing makes for easy reading,” he often said. He worked and struggled until each sentence was exactly the way he wanted it. He read aloud every line to check for repetition or imprecision. His style was lean, precise…”
  • I’ve been told many times that I’m a good writer. My response is always, “I’m actually a mediocre writer, but I’m an excellent editor!” Once you’ve thought the topic through, I find getting the idea down in words is relatively easy. Getting it so people will want to finish reading it is quite another!
• In his writing Tozer left the superficial, the obvious, and the trivial for others to pursue. He was disinterested in the passing parade of fads and trends, concentrating on those principles affecting a person’s relationship with God through Jesus Christ. Only by the discipline of study and prayer could he say something of lasting relevance on that level. The timelessness of Tozer’s writing is evidence of his success.
  • There are so many books to read! If you have something original to write that will add a valuable perspective or be a completely new take on something, go ahead and write. I wrote a post about how I weed out the copycat books that may help you read just the ones that will advance your thinking.
• Tozer often wrote the first draft of a project by hand. He believed he could control the words better that way. Later he would type out a second draft. Usually his secretary typed the final draft. She sometimes served as a sounding board for his output.
  • One secretary in particular tried Tozer’s patience, but he did not have the heart to replace her. He gave her a handwritten copy of an article he wanted typed. When she was finished, Tozer went to retrieve it. “What did you think of that article?” he asked inquisitively. “Oh Dr. Tozer,” the woman apologized, “I didn’t read it — I just typed it.” Tozer sadly shook his head and walked away.
  • I have to send kudos to Bonnie Pillsworth, my executive assistant, who since 2014 has been not only a great editor of my posts (beyond my own editing), but has also been an outstanding sounding board to help me improve the content.
• When urged by some to resign from Southside Alliance and give full-time attention to the editorship [of the denominational magazine], Tozer was adamant. “I can’t give up the pastorate,” he explained to a friend. “I need that discipline of preaching to the same congregation week after week. Without it, I would go stale. And if I don’t preach, I have no material. When I prepare for the pulpit, then I can write editorials and articles.”
  • I agree. My leadership role at CCCC keeps me current in the practice of leadership. It keeps me grounded in the practical, never leaving a topic as just a theoretical idea. Not only does my current leadership experience give me the motivation to research and write about certain topics, but what I write always feeds back into my leadership. There is a great benefit to leaders who write even if they don’t publish their writing.
• Tozer complained, “I must be going soft in the head. I haven’t had one original thought all week.”
  • A week without an original thought is when I know I need to book some reading and reflection time!

Where to Get Ideas for Writing

You might be feeling like I did when it was suggested that I write a blog: “What do I know that is worth writing about and that people will want to read?” I thought I could write three or four pasts max, but here we are 15 years and more than 355 posts later! Once you start writing, the ideas will flow. I’ve had some lengthy breaks from writing as leadership matters filled my time, but I have lots of ideas for what comes next. I’m sure once you start, the ideas will flow for you as well.
For my situation, creating knowledge content about operating a Christian ministry is what my ministry does, so my blog about organizational leadership fits. For you, you’ll likely want to write about your ministry and its cause or mission, possibly as an advocate for public policy or to educate the public, or you might write for your supporters.
I mentioned above that one source for ideas of what to write about is my own leadership experience. I get my ideas for the blog topics from four main sources:

1. Hearing leaders talk about what’s on their minds.
2. Things I’m thinking about regarding my own leadership.
3. Connecting CCCC’s mission and values to leadership.
4. “Aha!” thoughts that come to me as I read.

Blessings!

The post How Leaders Can Write Original & Creative Content appeared first on CCCC Blogs.

To prepare for my 21st year, I am taking a three-month sabbatical starting in a few weeks. I first took a sabbatical in 2011, which involved two research projects that included visits to ministries in nine countries. You can read about my journey in a series of posts I wrote in real time. It was a busy and exciting adventure! This sabbatical will be very different, as I will simply be taking time away from work to rest and rejuvenate.

For those with questions about sabbaticals, I wrote a post in 2010 that gave the biblical basis for a sabbatical, the different purposes of a sabbatical, how long a sabbatical typically is, potential problems with a sabbatical, and the benefits the organization can expect from a sabbatical.

Lasting Effects of My Sabbatical

Having the gift of a second sabbatical made me think about my first sabbatical and its continuing benefits for CCCC. My reflections from that sabbatical formed the foundational elements of our current strategy and brand, as well as The Green and the Learning Table. As I envisioned a future for CCCC as a resource for building thriving ministry organizations, I realized we needed to add significant new capacity and new capabilities. Since my first sabbatical, CCCC has grown from 14 staff members to 22, and our workplace culture has been dramatically transformed. I didn’t get to this point by myself, of course—I have a wonderful team working with me to make all these dreams come to fruition. But the sabbatical was the catalyst that solidified my dreams and set in motion virtually everything that has happened since.

The Board’s Interest in Giving Sabbaticals

My first sabbatical is still producing fruit 12 years later. Granted, that’s just one person’s experience. Boards that are considering sabbaticals for their ministry leader might want to know if long-term benefits can generally be expected and might wonder if it matters what the leader does while on sabbatical to achieve those benefits. These questions are answered in a research study that examined the benefits of sabbaticals over a 20-year timeframe.

What the Research Says

As I reported back in 2010, a study by the Durfee Foundation found that the benefits of a sabbatical flow well beyond the individuals who take the sabbaticals. The Durfee Foundation has funded sabbaticals for nonprofits in Los Angeles since 1997 and, after 20 years of supporting sabbaticals, they did another study. Their conclusion is that sabbaticals of three or four months have very long-lasting effects on the leaders, their boards and staff, and the organization itself.

Sabbaticals are so much more than a break for worthy nonprofit leaders. They not only rejuvenate leaders—but retain them as well. More often than not, organizational dynamics and culture shift as a result of the absence of a leader—elevating the capacity of second tier leadership, shifting the leader’s perspective from daily management to distributed leadership, allowing for more generative thinking and activity, and creating increased work-life balance for all.

What is particularly special about offering and supporting a three-month sabbatical for nonprofit leaders is that it can be a lever for whole systems change. Like the proverbial pebble thrown in the pond, sabbaticals quickly and organically create lasting change at the personal (attitude/perspective), structural (job descriptions changed, teams restructured), and system (leadership, mission/impact) levels.

Very few capacity building interventions provide as much bang for the buck as the simple act of offering a sabbatical. Even more rare is that the lessons learned are organic and driven from within as each leader, staff and board member experiences the change first-hand, and changes as a result.

From Creative Disruption to Systems Change: A 20-Year Retrospective on the Durfee Foundation Sabbatical Program

Does It Matter How the Sabbatical Is Spent?

The Durfee Foundation funds sabbaticals and allows the leaders to travel, reflect, or otherwise renew in whatever manner they propose. Their research conclusions apply to sabbaticals regardless of what the individual people did during their sabbatical. So no, it doesn’t really matter what the leader does. Just being away from work is what results in the many benefits of a sabbatical.

Key Point: A sabbatical is not just about the leader. The organization, board, and staff all benefit from the leader’s break from work.

The post The Long-Term Benefits of a Sabbatical appeared first on CCCC Blogs.

This post will introduce you to CCCC’s Board Chair, Tim Coles, Executive Director of YFC Canada. I appreciate Tim providing a board chair’s perspective on good governance and governing well.

My Journey in Governance

What drew me originally to CCCC was an interview I did with John Pellowe for his book The Church at Work. That experience led to me joining CCCC as a board member. At the time, I’d worked with boards for 10 years in my role as an executive director but had never been on a board myself. Working with the CCCC board helped me understand how a board thinks and how the board can be a better companion for the CEO, and the CEO for the board.

I was very honoured to become chair of the CCCC board succeeding Barry Slauenwhite—a great person to follow. Now, as I lead YFC Canada and chair the CCCC board, I’m still learning about board governance and am applying that knowledge back to YFC and all of its 37 chapter boards. YFC Canada asks all its chapters to be members of CCCC. Frequently, I will point out resources to all our executive directors or board members and let them know it’s something important they need to read and be on top of.

CCCC has been answering people’s ministry questions for years, and out of that experience it has created an extensive Knowledge Base of information, making CCCC a one-stop shop for information on running a ministry well. Part of what they offer is guidance around governance.

Elements of Good Governance

Direction and Protection

The role of governance in a well-run, healthy Christian ministry is to direct and protect the organization. I remember Bob Andringa saying that 60% of policy should be driven by staff but approved by the board. At CCCC, it’s normal for the staff to contribute by developing 60-80% of the organization’s plans and policies that the board, quite often in committee, will then interact with before approving. This approach gives the CEO the added assurance of being on the right track. In return, the board acts as a brain trust and provides backing and authority covering for the organizational leader.

Mutual Trust and Respect

Good governance is the result of a partnership of mutual trust and respect between the board and CEO. And yet, the board needs to hold the CEO accountable. This tension is addressed well in the book Radical Candor by Kim Scott. The radical part is to love someone so well leading up to a moment when you must be candid with them that they are okay with your candor because they know it comes from a place of care. When the board is the CEO’s number-one cheerleader, the CEO will be receptive to candid feedback from the board. This environment of candor is really important.

The board chair needs to have radical candor with the board members as well, to be able to address issues as they come up, by taking the person aside privately and talking with them about the issue. Sometimes people don’t even realize their behaviour is causing a problem. Candid, loving feedback from the chair can open a constructive conversation around it.

The skill of relationship is important in all interactions. When board members interact intentionally and skillfully with staff, it removes the sense that they have a “big bad board” above them. CCCC is exemplary in creating relational connections between board members, as well as between board members and staff. Opportunities for interacting are built into the times that the board and staff connect for board meetings.

Contributors to Strong Governance

Clear Expectations

In addition to developing skills for critical roles such as the board chair, the governance committee, and the nominating committee, a key contributor to strong governance is clear orientation for new board members. Newcomers need to know what to expect, how to speak up, and the difference between governance and management.

Clear Responsibilities

It’s important for a board to not only know what to do but also to have healthy mechanisms in place to remind them of the parameters in which they function. An example of such a mechanism is the assignment of a Policy Governance Monitor at each board meeting who is tasked with completing a Board Meeting Evaluation Form (link is to the CCCC Member Knowledge Base) during the meeting. They then report at the end as to whether the board waded into what’s been delegated to management. Upon reflection, the board learns what not to do going forward.

The best tool for developing governance skills is a Board Policy Manual that shows whose responsibility it is to do which task and where the boundaries are. It’s important for both board and staff to know what to do and what not to do in their roles. Doing someone else’s job can make them feel irrelevant and threatened in their position, which is not healthy. CCCC’s Board Policy Manual is available to members in the Knowledge Base.

CCCC’s board governs through Policy Governance. The board policies include executive limitations that define what is not permitted, with the understanding that anything beyond those limitations is good and permissible. Developing clear executive limitations is key for a board to be able to govern with a clear standard that they hold their CEO to. Clarity around limits leaves a CEO with plenty of room to innovate, which can greatly benefit the CEO, the board, and the organization.

Meaningful Board Engagement

A Perspective to Consider

Most board members don’t spend their life thinking about the organization they’re governing, but their CEO does. The CEO invests everything he or she has into the organization, while board members come and go monthly, semi-monthly, or three or four times a year. Even though the board doesn’t play a role in the management function or have the expertise that management has, it does have a right to oversee the organization and inspect that management’s work is being done well.

Oversight and Direct Inspection

The board needs to know how to do oversight and direct inspection, asking the tough questions as needed to make sure the organization is being led appropriately. This can be done in a way that’s not threatening, and CCCC is ready to help members manage such governing complexities. All ministry boards should be engaged with CCCC for access to excellent governance resources, such as Serving as a Board Member and The Board’s Most Important Relationship, that help board members understand their role and learn how to connect meaningfully and intentionally with the CEO and the organization they’re working with.

Closing Thought

Having a board that governs well is a key component of a ministry’s success. Intentional board development will strengthen the board members’ ability to support the CEO and contribute to the organization in the way that only a board can. In addition to experiencing effective board meetings and healthy relationships, a strong board can be confident in knowing that the mission is being furthered from their investment of governing well.

The post Governing Well: A Board Chair Perspective appeared first on CCCC Blogs.

With Paul, I can honestly say that I am “confident of this, that he who began a good work in you will carry it on to completion until the day of Christ Jesus.” God doesn’t leave projects half-finished or people on their own. Since he called you into pastoral ministry, he will see you through to the end.

This final post from November 27, 2017 tells you what I truly believe about you. Be encouraged! May God bless you!

The post Supporting You Going Forward appeared first on CCCC Blogs.

But when you’ve worked through the previous posts and made any changes you want to make, or if you’ve already done all that, here’s the good news. You have:

• reexplored your call and your mission
• become ever more grateful for all that God has given you
• refreshed your leadership
• gained a new, more sustainable way of working
• fallen in love with God all over again
• taken care of your soul
• held a spiritual retreat to pull it altogether and discern God’s continuing leadership of your ministry.

What is left to prepare yourself to reengage pastoral ministry as a revitalized you?

Only one thing comes to mind: Make sure you have joy!

Not just a little joy, but abundant joy! Joy that fills you to overflowing. Joy that spills over into everyone around you. Joy that makes people want to follow your leadership.

Enthusiasm, energy, passion, faith: each of these will be supercharged as joy flows throughout every part of your character and personality and makes you a leader who is attractive to the board and staff.

Here’s a post that will help you develop abundant joy!

The post Lead with Abundant Joy! appeared first on CCCC Blogs.

There are many ways to do a spiritual retreat. This post from September 6, 2010 has some suggestions to consider. However you hold your retreat, enjoy your time with God.

The post Pastors, You Are Ready for a Spiritual Retreat appeared first on CCCC Blogs.

This post from August 29, 2016 reminds us all of ways to keep personal spirituality healthy.

The post Take Care of Yourself appeared first on CCCC Blogs.

This post from November 11, 2011 is about rekindling your first love for Jesus. While your love is most likely very deep and real, it never hurts to be reminded about how to keep it alive.

The post Fall In Love All over Again! appeared first on CCCC Blogs.

With a renewed understanding of your call and mission and having refreshed your pastoral leadership, take this opportunity to find a better way of working that is measured and reasonable. Fortunately, it’s not hard to find the better way because we have Jesus as our model. This post, from January 25, 2017, shows how Jesus wants you to work, and the good news is, that includes a sustainable pace.

The post A New Way of Working appeared first on CCCC Blogs.