15 Key Principles for Success in
Kingdom Collaboration1

For Christian ministries working together in local cities/communities or internationally, success is often elusive. Nearly twenty years of field experience has revealed certain core principles that are common to virtually all really effective, lasting partnerships. Build your ministry partnership with these principles and the likelihood of success is high. Ignore them and failure is very likely!

1. Effective networks/partnerships are built on trust, openness and mutual concern. Effective cooperation is more than coordination, planning, strategies and tactics. The heart of the Gospel is restored relationships. Spending time on getting to know, understand, and appreciate each other is not optional.
   
   
2. Lasting networks/partnerships need a committed facilitator -- someone who, by consensus, has been given the role of bringing the network/partnership to life and keeping the fires burning. This "honest broker," to be neutral, must take off their own organization's "hat," be committed to the task, be a person of vision who will keep on despite all discouragement. Prophet, servant, and resource person -- this individual has to be trained and nurtured. This one person serving everyone in a network or partnership is often a lonely task.
   
   
3. Successful networks/partnerships develop in order to accomplish a specific vision or task. Cooperation for cooperation's sake is a sure recipe for failure. Warm “fellowship” is not enough. This means lasting cooperation focuses primarily on what (objectives) rather than how (structure). Form always follows function -- not the other way around. Consensus is usually better than constitution! Focus on purpose. Structure should be only the minimum required to get the job done
   
   
4. Effective networks/partnerships have limited, achievable objectives in the beginning; more expansive as the group experiences success. Though limited, these objectives must have clear:
   
   

   1. Kingdom significance that captures the imagination and provides motivation for the whole group
      
      
   2. Relevance to each church or partner ministry’s vision and objective. Bigger spiritual 'payoffs' begin to occur as the cooperation becomes more mature and gain confidence in its own capacity to realize spiritual change through its efforts.
      
      
5. Effective networks/partnerships start by identifying key felt needs among the people being served. They don't start by trying to write a common theological statement. From these needs, Kingdom priorities, barriers to spiritual breakthroughs, the resources available or needed, and realistic priorities for action must be distilled and agreed.
   
   
6. Effective networks/partnerships have a "champion" inside every partner church, ministry, or organization -- a person who sees how their group can benefit from such practical cooperation; someone who will sell the vision to their colleagues and keep the group focused to realize those benefits.
   
   
7. Effective networks/partnerships are a process not an event. The start-up, exploration and formation stages often take more time than expected. Call a formation or even exploratory meeting too early and you will likely kill the possibility of healthy cooperation. Ultimately personal trust is required. Taking time to establish it privately in one-on-one meetings, the facilitator will find that later, in the larger group, it will pay rich dividends.
   
   
8. Effective networks/partnerships are even more challenging to maintain than to start. To make sure the vision stays alive, the focus clear, communications good, and outcomes fulfilling takes great concentration and long-term commitment by the facilitator or facilitation team.
   
   
9. Effective networks/partnerships are made up of partners with clear identities and vision. The churches and other ministries involved must have their own clear mission statements and live by them. Otherwise they will never understand how they "fit in,” contribute to the overall picture, or benefit from the joint effort.
   
   
10. Effective networks/partnerships acknowledge, even celebrate the differences in their partner ministries' histories, vision, and services. But the group must ultimately concentrate on what they have in common, like vision, values and ministry objectives rather than on their differences.
    
    
11. Effective networks/partnerships serve at least four constituencies : the people they are trying to reach/serve; the partner churches/ministries with their own staffs and vision; the funding and praying constituencies behind each of these ministries; and, eventually, the network or partnership itself with its growing expectations. There are many more players around the table than we often acknowledge. We must remember their need for information, participation, and a sense of fulfillment.
    
    
12. Effective network/partnerships have a high sense of participation and ownership. Facilitators need to give special attention to the widest possible participation in objective-setting, planning and the process of meetings, and on-going communications. Encourage the widest possible ownership and commitment to the common vision and you let people in on the process, not just the dream.
    
    
13. Effective network/partnerships see prayer and communion as uniquely powerful elements to bind partners together in Christ. Effective cooperation is refreshed and empowered by frequently praying in small groups where individuals can express concern for each other's personal needs; and by the group sharing communion together.
    
    
14. Effective networks/partnerships do not come free. Just participating in the exploration, planning, launching, and coordination takes time and money. Deeper commitment may take still greater investments. But, the "return on Kingdom investment" from the cooperation should more than offset the contributions a church or other ministry may make.
    
    
15. Effective networks/partnerships expect problems and pro-actively deal with them. Make sure a process is built into the group for dealing with changes, exceptions, disappointments, unfulfilled commitments, and simply the unexpected. Small problems must be addressed immediately. A wise man knows one thing -- the only predictable thing is the unexpected.

1 Source: Power of Connecting, December, 2004

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