Here being Quest, that is.
Over the weekend, I made a remarkable discovery. I realized that what I previously viewed as my most crucial role was actually only a small part of a much greater responsibility.
Previously, I viewed my chief task at Quest as discipling young men to help them towards maturity in Christ. This seems straightforward enough; after all, we are to be in the business of making disciples and my particular part in that work involved young men. Quest, as it turns out, is all about helping young men in that transition to manhood. Discipleship is at the core of Quest. So, as the head guy at Quest, naturally, it makes sense that my primary responsibility is to work on that discipling (through organizing, coordinating, managing, teaching, counseling, etc.).
But this weekend I made the critical discovery that I had been wrong. My primary role includes the above, but only as a small part. My real job is to recruit, train, equip, empower, mentor, and counsel disciple-making leaders.
The realization came in part as I spent time thinking (a useful discipline!) about how to make Quest do a better job at its core mission: Discipling and challenging young men. I realized that effective discipleship has to happen on a personal level (I was helped towards this by observing how William Borden, who’s biography I am reading right now, engaged most significantly in personal work). A large group of 80 guys might work well for teaching; and certainly, the larger the Quest program gets numerically, the better we can do with the teaching; however: A large group does not lend itself easily to discipleship. The key, then, is to work in small groups. Two years ago, I had a big birthday party with my training unit here at ALERT. We went camping, had a big bonfire, hot chocolate, smores, and cookies. From the ALERT officer ranks, two Col.’s, one Lt. Col., two Maj.’s, three Cpt.’s, and two Lt.’s showed up. I ended up spending quite a while talking with Col. Ron Furhman (the founder of ALERT and currently leading Whetstone ministries) and Isaac Millard (a dear friend) about discipleship. He made the astute observation that the most effective discipleship happens in small groups of men focused on Bible study, prayer, accountability, and generally building up each other.
So the key to making Quest tick is to build small groups inside of the large group, and to focus these small groups on discipleship. This is, in effect, what the teams are meant to be. Each team is aimed at right around 5-8 guys with a team leader. My encouragement to the team leaders each year is to be a leader (as in an influencer and discipler) not just a manager (making sure people follow rules and schedules).
My striking revelation over the weekend was that I need to be a lot more deliberate about developing these team leaders as true leaders with a focus making disciples. This is going to be the key to making the small groups actually work as force for change, which is the key to making Quest fulfill its mission.
As I thought on this, I realized how little I actually know about teaching and equipping and developing leaders. And how inadequate our current processes are. And how “impossible” it is to take 16-20 year old guys and turn them into dynamic leaders able to inspire and disciple and guide their teams for 600 hours straight. Its a marathon scale race for these guys and they tend to wear out about the second week. The successful ones (about 90% of them) discover the secret of relying on God’s strength and looking towards Jesus as the foundation of that strength.
Fortunately, God loves the impossible and He has done amazing things each year at Quest so far. To Him be the glory!