Episode Overview Churches often know they need small groups, but creating a small group movement requires more than good curriculum or a one-time training session. Brian Miller talks with Jim Jansen about why coaching may be the missing piece. Rather than trying to teach new facilitators everything they could possibly need to know before they begin, churches can give them enough to get started and then surround them with ongoing encouragement, questions, listening, and support as real challenges arise. Jim introduces a simple structure for sustainable small group movements and explains why the often-missing role—the coach or mentor who comes alongside group facilitators—can make the difference between having a collection of groups and developing a movement that changes a church's culture. Key Ideas & Takeaways Content usually isn't the problem. Churches already have an enormous amount of small group content available. More information alone won't create a healthy movement. Too much upfront training can actually become a barrier. Jim describes the mistake of trying to give new facilitators everything he had learned over decades in a two-hour training. Instead of preparing people, it overwhelmed them. Give leaders enough to begin, then support them as they learn. A coaching environment allows facilitators to deal with challenges when those challenges are actually being experienced. Not everyone needs the same training. One leader may need help with a participant who dominates the conversation, while another needs to learn how to draw quieter people into the discussion. Coaching allows development to become individualized. There are probably more potential small group leaders than current small group leaders. The gap may not be a lack of capable people. It may be a lack of ongoing encouragement and support. Jim's small group movement structure includes several levels: Participants who belong to the group. Facilitators who lead the groups. Coaches or mentors who support the facilitators. Movement leaders who coordinate the overall ministry. In some settings, the pastor may provide another level of leadership. The coach or mentor is often the missing role. This person comes alongside facilitators, helps them reflect on what is happening in their groups, and helps them work through ordinary leadership challenges. As a movement grows, coaching needs to multiply. A movement leader may initially coach three or four facilitators personally. Once that grows to seven, ten, or more leaders, additional coaches are needed. The coaches may require more intentional development than the facilitators. A mentor who becomes overly prescriptive can unintentionally create dependence rather than develop the facilitator. A coach doesn't assume they know the answer. Coaching helps facilitators develop their own ability to think, discern, solve problems, and make decisions. A coaching approach begins with humility. Jim describes foundational assumptions that the Spirit of God is already at work, people are intelligent, and the coach does not know everything about the situation. Confidence in people is contagious. Facilitators can sense when someone believes they are capable and trusts that God is working in and through them. Powerful questions can redirect a facilitator's attention. Asking, "What is the Lord doing in this group?" can move a leader beyond logistical frustrations and help them recognize what is actually happening in people's lives. Look beneath difficult behavior. When a participant is disagreeable or disruptive, Brian suggests asking, "What does that person need?" rather than immediately focusing on how to stop the behavior. Intentional listening is a core coaching skill. Effective leaders listen beyond words to facial expressions, body language, emotions, and what God may be doing beneath the surface. Observations can create awareness without becoming prescriptive advice. Simple statements such as "You seem frustrated" or "You might need to start on time" give the facilitator something to wrestle with without taking ownership of the decision away from them. Don't assume everyone dislikes the things you dislike. Facilitators can unnecessarily carry responsibilities because they assume nobody else would want them. Inviting others to contribute can develop new leaders and give people meaningful ways to serve. Encouragement matters. Small group facilitators regularly need someone reminding them that they are doing better than they think and that ordinary struggles do not mean they are failing. Memorable Quotes & Ideas "If content were the problem, we would have had that fixed a long time ago, because we are swimming in content." "There are probably more people who are capable of leading a small group than are currently leading a small group." "Sometimes mentors become prescriptive." "The Spirit of God is working through this facilitator." "People can feel the confidence you have in them." "What is the Lord doing in this group?" "What does that person need?" "People have to own that decision for themselves." "You cannot over-encourage these small group facilitators." From groups to a movement: The key difference isn't simply starting more groups. It is creating an internal support structure that continually develops the people leading those groups. Train for reality rather than every possibility: Instead of anticipating every problem in advance, equip facilitators with the basics and give them access to someone who can help them think when actual problems arise. Coaching develops leaders instead of creating dependence: A prescriptive mentor becomes the person with all the answers. A coach helps the facilitator become increasingly capable of navigating challenges themselves. A simple coaching toolkit: Powerful questions, intentional listening, concise observations, and encouragement can dramatically improve the experience of a small group facilitator without requiring the coach to be an expert in every situation.
