Whether we reenter from a long assignment abroad, a short-term mission trip, a week of vacation, or even a conference, we need to know how to reenter well. Reentry is an often overlooked part of the transition process.
If you lead field staff, there are at least four things you can do to improve their likelihood of remaining on the field, productively and with your agency:
by By Gilles Gravelle These days, many well-established mission agencies and faith-based non-profits operate on the assumption that the funds they raise will achieve good results. Yet the goals
In our interconnected and globalized world, mission networks are playing an increasingly important role in shaping Great Commission strategies.
by Carlos Diaz Last year, I spent some time walking around a small seminary in western Cuba with the seminary’s director. I was there to teach a course on
The Evangelical Missions Quarterly was conceived in an ice cream bar called the Eskimo Inn at Winona Lake, Indiana. After the day’s evening session at the first joint meeting of the Evangelical Foreign Missions Association (EFMA) and the Interdenominational Foreign Mission Association (IFMA) in October 1963, a small group of us sat around the table talking about what we would like to see as lasting outcomes of this historic gathering.
As an increasing number of mission agencies desire to involve more gifted women as decision-makers in their executive and board leadership structures, they are experiencing difficulty in finding them. How can we create more avenues to find, develop, support, and retain more gifted women to bring the perspective and talent that we desire for our organizations?
The paradigm shift in missions from a primarily Western to a now-global phenomena is profound and far-reaching, particularly for the leadership of traditional mission agencies.
God’s word must be big in me, with a heavy bearing on my discipleship and mission as a Christ-follower.
Many ministry organizations don’t seem to fully comprehend the impact of their organizational culture in creating an environment in which people thrive. This awareness is an essential prerequisite to leading with a developmental bias.
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