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Ogne and Tim Roehl. Nashville: Broadman & Holman, 2008. 286 pages. Reviewed by Jason
M. Fletcher.
This work was chosen for review as it is a current work in the field of leadership
development, with the stated purpose of engaging new leaders in fulfilling the Great Commission
(3). Steve Ogne serves as a consultant for Church Resource Ministries. He holds a Doctor of
Washington. He has served as a church planter and has also co-authored the Church Planter’s
Toolkit and Empowering Leaders Through Coaching. Tim Roehl serves as a consultant with
Church Resource Ministries, and in 2011 became the Denominational Director of Church Health
In Transformissional Coaching the authors have coined a new term. Their goal in this
work is to show how coaching can help someone progress both in their spiritual development
(inward) and their ministry productivity (outward). The underlying basis for transformissional
coaching is the implementations of both the Great Commandment as well as the Great
Commission (3). If this book is successful at marrying these two biblical principles it might just
much material in this work that the limitations of this book review prevent a full treatment, I
In response to a changing culture the authors have presented a new paradigm for
coaching. This new paradigm moves away from a primary purpose on ministry productivity and
performance and offers a more holistic approach that combines character development with
ministry leadership (29). They specifically focus this holistic approach toward four critical
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areas: “helping the leader clarify calling, cultivate character, create community, and connect
The authors make it clear that Scripture is the standard and source for character
development (36-37). In their six steps toward helping someone overcome character challenges,
step two is to “help the leader identify and accept biblical references, standards, and examples”
(36). 2 Timothy 3:16 is cited for the sufficiency and authority of Scripture. Finally, they issue a
warning that every other standard other than Scripture will eventually wear down, including the
The authors also call for a transformissional coach to create community. The church
needs authentic community. The authors cite a definition that states, “real people, in real
relationships, all of the time” (39). Again, underscoring the importance of Scripture the authors
The four critical areas do not simply stand alone, they intersect and inform one another.
In their concluding remarks concerning these areas, the authors include a list of questions which
act as a grid by which one might evaluate the convergence of each area. For example, in the first
area, “calling,” they ask, “How is your calling influencing your character?”, “How are you called
to serve your faith community?”, and “How are you called to influence your culture?” (49).
Showing the interconnectedness of the four areas of coaching is helpful in reinforcing the holistic
In chapter six the authors overlay seven habits for successful coaching on top of the four
critical areas. These seven habits include listening, caring, celebrating, strategizing, training,
discipling, and challenging. Most of these habits may be self-evident, but the authors distinguish
between training and discipling. Training emphasizes the instruction in a skill or certain
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information that is necessary for the leader to learn. The authors use the habit of discipling to
Unfortunately, the authors do not discuss where they developed the seven habits. In other
places where they have borrowed material from others it is clearly stated, so it might be safe to
assume that it is their own opinion. It would have been helpful to discuss how they identified
these seven habits and why they are the most important. For instance, why are there only seven
habits?
They also include a strategy for guiding coaching conversations. The “4D” approach was
developed by Steve Ogne and is the strategy both authors recommend. The four d’s include
discern, discover, develop, and depend (116). Discern asks the question, “where is God
working?” (116). This question makes for a great starting point that might cause the leader to
think intentionally on the spiritual level. In the second step the leader then “discovers” how God
might want him or her to participate in what He’s doing (117). The final two steps begin to deal
strategically with what has been uncovered in the discern and discovery phases. The third step
“develops” the next steps and helps the leader “construct a practical course of action” (117). The
final step acknowledges the leaders “dependence” upon the Lord and others to help make the
course of action a success (118). Unlike the discussion in this chapter concerning the seven
habits, in speaking of this conversation strategy they state from their experience that “younger
leaders who minister in a more postmodern context appreciate its relational emphasis” (115).
A chapter is included that deals specifically with coaching postmodern leaders. While
this chapter may become dated as soon as culture changes, its principles may yield fruit for the
current generation of leaders. Steve Ogne gives eight observations on how to coach postmoderns
effectively: values are more important than vision, authenticity is more important that quality,
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ministry is personal and relational, not programmatic or institutional, ministry is more missional
than attractional, success is measured by the experience--not the result, accountability is found in
a community of leaders, Bible story is more powerful than management, and postmodern leaders
such, I probably bear more cultural resemblance to my generation that I may like to admit.
Values are much more important to me personally, than vision. I struggle with vision as the
future is difficult to imagine. My generation has seen the destruction of the World Trade Towers
on 9/11/01 and the collapse of the financial markets in 2009. We live in a time of uncertainty
about our world, how much more difficult is it to project a vision for the future? It is far more
important, in my view, to establish healthy values within my life and ministry than it is to try to
I find myself very much agreeing with the quality that says accountability comes through
a community of leaders. I have personally experienced this in my role as pastor in how I have
sought to build a relationship with my deacons. I look to them as both a sounding board and
team of spiritual leaders within our church. I find that I do not lead out unilaterally on any
decision without having their full support. I also look to them for accountability, to call me out if
I am not leading or serving with integrity. I have also developed this in my own life
educationally. One of the factors that led me to the D.Min. program at Southeastern Baptist
Theological Seminary was the emphasis on a community of leaders. The first element was the
use of the cohort model, where I would journey through this degree along with other men and
women. The second element was the inclusion of my professors, the director of the program, my
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faculty supervisor, as well as my field mentor. Through various parts of this program I would be
accountable to a community of leaders in order to graduate. Finally, I have seen how I have
developed this quality in my life through the participation with other pastors in our association.
It is not my desire to be a solitary leader. I want to learn, grow, and serve with a community of
leaders, with the other pastors in my area, that together we might reach our area for Christ. The
overstated.
The only quality in this list that I might have a disagreement over is the measure of
success being more on the experience than the results. This is a subjective marker, and, though it
might be helpful in knowing how to coach postmoderns, I believe one would be doing a
disservice to coach in the direction of experience. It becomes relative as one person’s judgment
of the experience may be different than another’s. Judging an experience may depend more
upon factors that are uncontrollable, such as emotional reactions, that may lead someone to
unfairly criticize a ministry, just because they did not “feel” right on that particular day. Apart
from this one particular element, this chapter does well in informing someone in how to
“transformissional” coaching. Each chapter is full of material that could be directly used in a
coaching relationship. Each chapter ends with a list of personal questions to help the coach
evaluate and develop his own coaching methodology. Finally, it includes a generous
bibliography for further help. This work would be a welcome addition to the library of any
pastor, who could use it in leading his church leadership, including ministerial staff or
volunteers. The same listening and coaching skills could be easily adapted to use in pastoral
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counseling. I would also highly recommend this book for anyone who is in a position of
parachurch, or even business and non-ministry settings. In fact, when it comes to taking the
gospel into the business community, the principles from this book would go a long way toward
helping those in secular leadership roles coach their co-workers and teams into a relationship