Global Leadership Team April 2009

A Call for Culture Change

Organizational culture refers to the underlying values, beliefs and principles that serve as a foundation
for an organization’s management system, as well as the practices and behaviors that both exemplify
and reinforce those basic principles.

In order to accomplish the mission of CCC and to enable our vision of Movements Everywhere by the
year 2020, significant change must occur in our prevailing organizational culture. We need to challenge
how we think of ourselves and the way we get things done in five interdependent areas.

1. Value-driven
Realizing that our work is ultimately spiritual, we must lead from our values of faith, growth and
fruitfulness, so that…
a. Everyone is living out a passionate walk with God, utterly dependent on Him in and for all things.
That dependence is expressed personally and corporately through pervasive prayer, holy lives,
and love for one another. It results in leading from the foundation of our walk with God, unity,
speaking the truth in love, and taking faith risks.
b. Everyone is growing and developing in Christ-like character, ministry skills, personal capacity,
and exercising initiative in leading rather than relying on permission.
c. Everyone is bearing lasting fruit in their lives and ministries, continually examining the results of
their efforts. We do whatever it takes to help people connect with Jesus, and become true
followers of Him. Like the lessons of pruning the vine, this may require more focus on
discipleship and movements, rather than having a few people leading many strategies.
We lead from these values rather than being driven by events, donors, or numbers.

2. Local Ownership
“Movements Everywhere” implies that the greatest growth must happen at the grass roots level.
The whole organization must adjust to ensure that the local level is growing and expanding. This
means that…
a. We have local teams who are focused on building movements, whether through direct ministry
or catalytic ministry. They are fully empowered to innovate and be creative within our mission,
vision, and values.
b. Everyone is aligned to essentials and committed to multiplying.
c. Local movements become self-sustaining, i.e., they are generating local leaders and resources.
d. Organizational decisions are made in light of their impact on the field. Investment in local
effectiveness is normal.

3. Kingdom Perspective
Penetrating the world with true followers of Jesus will require efforts far beyond those of Campus
Crusade for Christ. We must keep a Kingdom perspective. We must join forces and resources with
the rest of the body of Christ to reach our goal. This means that
a. We promote God’s heart among the nations, embracing both the Great commandment and the
Great Commission.
b. We focus on our role, while celebrating the roles of others with different callings. We realize
that all of us are necessary and none of us is sufficient to accomplish movements everywhere.

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Global Leadership Team April 2009

c. We actively and unselfishly work together with other organizations and leaders with an attitude
of humility, so that the synergy of the Body of Christ is unleashed.
d. While making disciples and launching movements locally, we continually entrust the ministry to
others in the arenas where God has called us to work
We must have the Kingdom in our sights, rather than only looking out for our own interests.

4. Learning Environment
The world is constantly changing. What was effective last year may not be effective next year. We
must be able to rapidly respond to those God-given opportunities to love our neighbors as ourselves
and offer the love of Christ, on any scale- local or global. We need leaders with the spirit of Jonathan
and his armor bearer who will take the initiative to “….go up and see what the Lord might do for us.”
We must create an atmosphere where people are free to try new ideas and to adapt to changing
local, regional or global realities. This learning environment means that
a. Everyone is energetically pursuing effectiveness, with the freedom to acknowledge what is not
working and to seek new wineskins. Our sincere intention is to maximize our fruitfulness, so
that “everyone knows someone….”
b. We will wrestle with the healthy tension between quality and quantity.
c. We establish channels of learning across countries, regions and the world to share best practices
and to learn from each other.
d. We actively offer coaching and stretching assignments to individuals and teams.

5. Shared Leadership
To pursue even our part of movements everywhere, we must share the responsibility for the work.
Leadership cannot be left to a few; it must be entrusted to others. The extent of “everywhere”
requires an expanding leadership base. Shared leadership means that we execute the mission
through effective ministry teams at every level.
a. Leadership teams are committed to a common goal, fully empowered to act within defined
boundaries, focused on results, and growing in their effectiveness together.
b. Each team has a designated leader, and team members are clear about their roles. They
fulfill their individual responsibilities, recognize their need for one another, demonstrate
cooperation, and hold each other accountable to their goals.
c. Each member prioritizes the mission of the team first, and his strategic focus second.

To function together effectively on teams, we must be leaders who serve others with grace and
humility. Rather than telling people what to do, we ask, “how can we help you accomplish what God
has put on your heart?” This servant posture is also expressed in sharing and offering access to
needed information. It is demonstrated as we allocate our people, money and other assistance
toward local effectiveness.

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