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Abiding in Christ

Abiding in Christ - Mergon Foundation

The call to abide in Christ found in John 15 stands as a profound and transformative invitation for each one of us. But it is harder than it looks on the surface. In this blog post, Mergon Foundation’s Neil Hart delves into the intricate journey of abiding in Christ. He writes:

My relationship with John 15 began several years ago after feeling a distinct prompting from the Lord one morning to read it. Little did I realise that He would prompt me for the next month to read it every day! Abiding in Christ proved to be a more complex concept than I thought. Understanding the depth of abiding became a challenging quest for me and after 30 days of daily immersion in John 15, I admitted that I don’t have a clue what it means to abide in Jesus. 

Frustration lingered as I grappled with the desire for a quick guide to mastering the art of abiding. However, God’s response was clear – abiding wasn’t a quick-fix solution. About a year later, feeling a divine nudge, I returned to John 15. This time, the journey included a more profound understanding, and I want to share some key insights I gained from the Father.

Understanding the context of John 15

The context of John 15 is important. Placed within the larger narrative of Jesus entering Jerusalem, the events unfold with a sense of anticipation. The triumphant entry, the preparation for the Passover, and the shocking act of Jesus washing his disciples’ feet – all these events set the stage for the profound teachings of this portion of scripture. 

As Jesus breaks bread with his disciples, revealing that one of them will betray him, a sense of disquiet permeates the room. Peter, fervently declaring his loyalty, is met with a sobering response from Jesus, ‘Unless I wash you, you have no part with me.’ This statement foreshadows the core message of John 15 – the necessity of abiding in Christ. 

In John 15:1-6, Jesus presents three characters – Himself as the True Vine, the Father as the Vinedresser, and us as the branches. The analogy of the vineyard serves as a metaphor for our relationship with Christ and the process of pruning and bearing fruit unfolds as a crucial theme. 

Jesus declares, ‘I am the True Vine, and my Father is the Vinedresser.’ Here, the Vinedresser symbolises the intentional care and cultivation of our lives by God. Concerning the branches, representing us, He says: ‘Every branch in Me that does not bear fruit, He takes away; and every branch that continues to bear fruit, He [repeatedly] prunes, so that it will bear more fruit [even richer and finer fruit].’

The process of abiding: discipline and pruning

One hurdle in understanding John 15 is the fear-inducing concept of being ‘cut off’ if we fail to produce fruit. This is something I wrestled with a lot because there are so many Christians who don’t bear fruit. Even in my own life, there have been fruitless seasons. Perhaps you can relate. Delving deeper, however, I discovered a nuanced perspective from author Bruce Wilkinson who says we need to look a bit closer at the language used in this portion of scripture.  

When Jesus says ‘cuts off’, the original word is actually ‘airo’ which means to ‘lift up’ or ‘raise’ but it’s not always translated like that. Often, circumstances can damage a vine’s branches and it ends up on the ground, in the dirt. If there is still a small part that is connected to the vine however, the farmer will lift it up (‘airo’ it) and tie it tightly to the vine again so that it can grow and produce fruit. The Passion Translation captures this nuance beautifully: ‘He cares for the branches connected to me by lifting and propping up the fruitless branches and pruning every fruitful branch to yield a greater harvest.’ 

This process, far from being a threat of separation, is a demonstration of God’s commitment to our growth. The image of a broken branch, still slightly connected to the vine, being lifted up and secured, mirrors God’s desire to restore and nurture us. This ‘lifting up’, I realised, speaks more of discipline than pruning. When we are down on the ground, covered with bits of dirt (sinfulness) and we’re not producing fruit, He picks us up and brings us back into relationship with Him. He ties us tightly to Himself onto the vine and to Jesus and allows us to continue to grow.  

What helped me here is Hebrews 12:11 which also speaks about producing fruit: ‘For the moment all discipline seems painful rather than pleasant but later it yields the peaceful fruit of righteousness to those that have been trained by it.’ The Father brings the process of cleaning us up (which is often discipline). I wanted to jump straight to abiding, but I didn’t realise there was a process where some sinfulness had to be removed from of my life. And even though I’ve been following Him for decades, there’s still sinfulness that needs to be cleaned up from my life from time to time. I thank the Lord for His ability to clean me up and reveal to me the things that keep dirt on the leaves and stop me from producing fruit! 

Hebrews 12:5-6 says ‘My son, do not regard lightly the discipline of the Lord, nor be weary when reproved by him. For the Lord disciplines the one he loves and chastises every son whom he receives.’ This is the best news that we never want to hear, but God takes necessary measures to correct those that he loves. The Vinedresser corrects the wayward branches that are not producing fruit.  

The second part is pruning: ‘Every branch that bears fruit, He repeatedly prunes.’ If your life is bearing fruit, know that He is going to prune you. Both discipline and pruning are painful, but it’s necessary. Part of the process of abiding in Christ, which is central to our lives as followers of Jesus, is discipline and pruning. God wants us to trust Him as a child trusts a father.

Four areas God often prunes in our lives

Over the years, I’ve noticed four areas that God often prunes in our lives. These include:

      1. Our right to know why God does what He does
      2. Our love for possessions and comfort
      3. Our sources of significance
      4. Our closest relationships (if they become more important than Christ to us) 

A grapevine needs more pruning with age, not less. If left unpruned, it grows a very large canopy of leaves which doesn’t allow any sunlight onto the vine. Without sunlight, the vine is unable to produce fruit. The longer we grow in the Lord, the stronger we become in Him, the more we grow in knowledge – but if left unpruned, that abundance doesn’t produce fruit. We might have a lot of head knowledge, be able to quote a lot more scriptures than before, and navigate our way through most ministry leader-type environments… but God’s not really interested in all that. If being disciplined is about removing sin, then pruning is about removing the self, the flesh.

We need to be able to distinguish between pruning and discipline – is God taking sin out of your life or is He pruning the flesh out of your life? We shouldn’t confuse those two. Discipline is if we’re doing something wrong, and pruning is if we’re doing something right. But pruning, though painful and uncomfortable, is something that God will do if we produce fruit – He promises this in John 15. 

The invitation to abide

‘Abide in me, and I in you.’ This invitation, echoing throughout the verses of John 15, wasn’t a command but a beckoning into a life-encompassing union with Christ. May we experience a deepened understanding of abiding, saying, ‘We want more, not because we lack, but because You have promised abundance.’ 

The revelation here is that the call to abide in Christ is an intimate invitation. Come and experience a life intertwined with the True Vine…Abiding is simply this: take up more space on me, says Jesus. Increase the circumference of the branch on the vine. The greater the circumference, the greater the ‘lifeblood’ and nutrients that flow into the branch to produce abundantly. This is the great joy of John 15.

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Faith in the Digital Age: Understanding Gen Z

‘Like Jesus with the disciples on the road to Emmaus, so the church must become the travelling companions of young people.’

Since a young age, these powerful words of Pope John Paul II have shaped Nqobile Ngcobo’s journey, discipling and inspiring a generation of young people to serve God, love others, and change the world around them. Before joining the Mergon Foundation team as the SA relationship manager, Nqobile served as the director of strategy & product for the sub-Saharan Africa region of Alpha International, a ministry partner of Mergon Foundation. In this capacity, she traversed Africa, engaging with diverse audiences and cultures, sharing on the importance and joy of investing in today’s youth.

These experiences provided Nqobile with profound insights into the unique characteristics of Gen Z – the generation born between the mid-1990s and the early 2010s. Through this candid conversation, she shares her perspectives on what sets this generation apart and how they are not only poised to express the gospel through their distinctive lens but also to take it further in Africa.

Nqobile, you mentioned that since the age of 22, when you started volunteering at your church for youth ministry, this idea of being a ‘travelling companion to young people’ has deeply resonated with you. Can you tell us more about this?

For me, it speaks to the importance of relational ministry – journeying alongside young people, committed to walk the long road, no matter how long and hard the road is. When they stray, we as leaders model consistency. When they doubt or disagree, we create a safe environment to wrestle through those differences. Relational ministry is understanding we can’t open people’s spiritual eyes, but we can walk alongside them, sharing truth and scripture like Jesus did on the Emmaus road, until they recognise Him for themselves.

With this in mind, are there unique realities we need to consider when relating to Gen Z?

‘I’ve heard it said that the difference between millennials and Gen Z can be likened to the contrast between Harry Potter and the Hunger Games. Millennials grew up being told that they were, like Harry Potter, the heroes of their own story. To a degree and for a certain amount of time, their world supported this narrative. Then 9/11 and a global recession happened, and their world began to crumble – leaving them with a sense of disillusionment.

Gen Z, on the other hand, was born into a digital and global world, with a constant window into the brokenness and injustice of this world. Their formative years included a global pandemic and lockdown, which exposed our economic fragility and human vulnerability. They see the world for what it is. And yet, they have a deep sense of responsibility to address these wrongs, believing that it’s up to them to bring about the change they want to see.

In this way, they can connect with the idea of Jesus as a disruptor. Throughout the scriptures, Jesus constantly challenged the status quo, going to the margins and breaking religious molds. The authentic, unpolished, and bold depiction of Jesus aligns with a generation hungry for truth and genuine experiences. It’s exciting to think what appeals most to this generation is not a refined or sugar-coated gospel, but rather the honest and unfiltered person of Christ – actively involved in the world, genuine, relevant, and meeting people right where they truly need it.

As we know, Gen Z is the first ‘digital native’ generation. How has this changed the way we relate to young people and build true community?

For young people today, there’s very little difference between online and in-person communities. The relationships they form in digital spaces, be it through WhatsApp groups or gaming apps, are just as significant as those forged face-to-face. In discipling them, we need to be open to various approaches, understanding that discipleship can take diverse forms, even including online.

Take, for example, a local church congregant who came to faith through Alpha online and later invited his ‘friend’ in Lebanon to join the course, solely through a gaming app. These connections are real, challenging our traditional views – not only of sharing the gospel but of building community.

We have the opportunity to reshape discipleship, not just through big broadcast messages on social media, but by creating smaller, tailored spaces where young people in our ministry can engage authentically. What’s better than having 2000 followers is 30 engaged followers, ministered to and actively discipled through content that directly addresses what they’re curious about or wrestling through.

In a world where young people are digitally linked but paradoxically distant, these platforms serve as powerful tools to meet their deep need for belonging. Not by relying solely on them but by leveraging them, we can guide young people towards the ultimate goal – drawing young people into faith communities where they can grow in Christ and with one another.

What excites you about this generation and particularly in Africa?

We must never underestimate the youth’s power to change the status quo and be used by God. Daniel was 17 when called, Joseph was 18, Mary 14. The list goes on. Imagine the impact we could have if we truly sowed into the lives of a few – especially when considering the strengths of this generation.

Gen Z brings a kind of pragmatism and realism to the table, due to their early exposure to information and life’s challenges. But this also translates into a hunger for something real and enduring which, when found, they will embrace wholeheartedly. They are smart and independent, able to navigate digital spaces confidently, that has produced a kind of ‘pioneering spirit’ that the gospel has always thrived on. And they are fun and creative, inviting new, diverse and innovative forms of gospel expression across the world.

Considering Africa, being the youngest continent, there’s a lot to be excited about. Economists talk about the ‘economic dividend’ in Africa, anticipating the continent’s future youth bulge, and the potential challenges this bears on employment. What if we saw it as a ‘faith dividend’? Imagine investing in young people so deeply that, as this bulge happens, a groundswell of people emerges who know Jesus, have real faith, and are actively shaping society towards its flourishing. Imagine a generation so grounded in Jesus that they tip the scales from hopelessness to hopefulness.

Imagine that. A hope-full generation. I think it’s nothing short of what God has in store for Gen Z – in Africa and beyond.

Alpha is a series of interactive sessions designed to start an open and honest conversation around some of the big questions of life. The Alpha Youth series, a core part of this ministry, invites young people to explore together timeless questions about life, faith and God for their generation.

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Pursuing solutions for sustainable change

‘Beneath a culture’s surface lies much that shapes it, often unspoken perspectives and mindsets that influence our behaviour. There is an art to understanding how these underlying dynamics give meaning and direction to our lives.’

Charmaine Smith (Mergon Foundation forum member and founding director of Infundo Consulting) spoke to this idea during last month’s gathering with a handful of global peer foundations. Sharing from their own career and ministry experiences, she and others explored the unique nuances of funding within the African context. Charmaine specifically spoke to the value of systems thinking, explaining:

‘I see myself as a generalist working between things, rather than an expert who works within things, which has prompted me to adopt a lifelong learning approach that often asks the question, ‘Why do people think and act the way they do?’’ When we omit to consider the factors that shape behaviour we will assume our strategies will work, only to discover later that nothing has changed or we have created resistance through ineffective management of our intervention.’

‘The understanding of intergenerational trauma transfer and the study of epigenetics sheds light on the difficulties of bringing change when the past shapes not just culture, and perspective, but even the DNA which connects past generations to how people experience life and behave. In the context of Africa with 1500 different languages and with an average age of 19 the considerations of working in Africa must take this all into account.’

In her journey, she discovered systems thinking as a comprehensive and robust way of understanding human behaviour. Systems thinking, she explained, offers a wider range of choices when working with people, because it takes the interdependency of our actions into account: ‘There is no ‘one size fits all’ solution when thinking systemically, because the choices we make will have an impact on the whole system, through its people. We can rather think of our decisions as a set of iterative decision-making points. As systems are impacted and shift through our presence and action, decisions need to be attuned to this shift and adjust accordingly.’

‘Dr Wayne Dyer said, ‘When you change the way you look at things; the things you look at, change.’’

‘What I have come to believe,’ Charmaine continued, ‘is that if we want to develop true partnerships with lasting social impact, we will need to think systemically, going beyond our cultural biases and assumptions to embrace a more holistic perspective on the problems we seek to solve and people we seek to understand.’

Embracing complexity

She referenced author Michael Goodman, emphasising that the discipline of systems thinking is more than just a set of diagnostic tools and methodologies – it is an underlying philosophy:

‘Systems thinking’, writes Goodman, ‘is a sensitivity to the circular nature of the world we live in; an awareness of the role of structure in creating the conditions we face; a recognition that there are powerful laws of systems operating that we are unaware of; a realisation that there are consequences to our actions that we are oblivious to.’

Charmaine explained that when we think in systems, we are comfortable to work at the pace of the system, embracing the complexity that goes hand in hand with growing healthy communities. ‘We think more broadly around our solutions,’ she said, ‘considering the long-term impact of our decisions and the inherent causalities of the events that have gone before us.’

‘When it comes to social impact, this holistic approach enables us to move away from top-down funding models that sustain donor dependence and overlook the intrinsic value and dignity of the communities they serve. Instead, we consider how to learn from one another, and thus reshape the traditional paradigm into a relationship of equal value and partnership,’ said Charmaine.

Working consciously with power dynamics

Charmaine noted that when a community’s system operates differently than ours, the (often unconscious) temptation is to perceive it as dysfunctional. ‘However,’ she shared, ‘I’ve always found that when you stop to consider the system, there is no dysfunction; all systems are in flow.’

‘Through my experience, I’ve learned that coming into a new community requires humility. It’s important not to presume we have all the answers or are starting something brand new. God has been working in that community long before our arrival. As community builders, our role is to figure out where He’s been working and to get behind it. This takes humility – a kind of ruthless curiosity to listen, learn – and un-learn old ways.’

‘When we enter the room, we need to ask ourselves, what comes with us? Do we come with a humble attitude, or do we feel burdened to have all the answers? Do we talk first, or do we speak last? What is most important to us – the relationships or the project deliverables?  How could some of our perspectives be at odds with the system we are working in? How does our entry into the system impact in ways which may not be overtly obvious to us; and what do we need to do, to give up, or shift in us, in order to find a new flow within this system?’

‘As funders and stewards of capital, it’s important to recognise the position of perceived power we inevitably carry – and we need to intentionally posture ourselves for relationship to re-balance these power dynamics.’ She added, ‘In my experience, I’ve found that vulnerability goes far – being honest about my own setbacks and disappointments has often invited others to be real about theirs, which then allows us to address the realities and challenges on the ground with honest and more effective solutions.’

Going deep before going wide

Building authentic relationships takes time, a commodity often scarce in the fast-paced world of funding and project implementation. Charmaine noted, however, that relational integrity is the most critical aspect of any systems thinking worldview: ‘The complexity of people working together on a project, across different sectors and organisations, can be as complex as working with the community itself,’ she said. ‘It’s critical, therefore, to have the right people in the right positions, including those who work ‘between’ the elements of the project and act as ‘catalytic nodes’ that influence and collaborate with other stakeholders.’

‘When you take a systems thinking approach to community development, you let the community lead and move at the speed of trust. When the project emphasises depth, characterised by strong relationships and community ownership, it establishes a unique ‘heartbeat’ that can potentially yield significant impact. Only when there is a new flow at depth, can you consider scaling certain projects over time.’

She concluded: ‘Being a systems thinker demands curiosity, compassion and humility. In the world of social impact, where cross-sector collaboration is essential, it asks all of us to adopt a learning posture—listening, asking questions, and discovering solutions we might have otherwise overlooked, only made possible by viewing things through the lens of another culture or community. Africa is beautiful in all its diversity and complexity. May we continue to serve its people with solutions that are as beautiful, diverse, and complex as Africa itself.’

Through Infundo Consulting, Charmaine works extensively with communities and their leaders, corporate partners, government departments and other relevant bodies, focussing on systems thinking for sustainable change. Infundo has been able to position the confluence of social and business impact within their model of change; where through the interconnectedness of seemingly opposing agendas – that of business and social needs – they have created a new status quo of shared value within a system which can sustain both. 

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5 strengths of the African church

Peter Tarantal is the Associate International Director of missions organisation, Operation Mobilisation, and a member of the Mergon Foundation forum. In this article, we explore some of the insights he shared in a recent talk.

‘God is at work in every community and in every nation across the world, and He is building His church in remarkable and unexpected ways,’ says Peter. ‘This isn’t just something I believe; it’s something I’ve seen first-hand over decades and many borders. In my travels throughout Africa, I have found this to be particularly true. Africa, in all its beauty and complexity, is a continent rich in faith, shaped by its unique culture and characteristics.’

Here are five distinctive attributes of the African church that Peter considers to be valuable strengths and gifts to the body of Christ.

1. A growing continental church

Over the last 100 years, Christianity has experienced a profound shift in its centre of gravity, relocating from the Global North (North America, Europe, and Australia) to the developing nations of the Global South. Once the primary mission field of the pre-21st century, Africa is now home to the world’s largest Christian population. Today conservatively there are 650 million Christians on this continent – an astonishing figure when compared to the mere 8 million in the year 1900.

Moreover, 60% of Africans are below the age of 25, making Africa the youngest continent on the planet.  Imagine the possibilities of the gospel laying hold of such a vast young generation. How could the church be built and strengthened if a groundswell of young Africans were discipled and equipped to lead, serve and uplift their communities and beyond? This presents a responsibility for us all in Africa, to actively partner and invest in the youth – but it also presents a unique opportunity for God to move in extraordinary ways.

2. Digital connectedness

For over a decade, Africa has been experiencing a profound digital transformation. A How we made it in Africa survey found that in 2021 there were over 840 million mobile subscribers in Africa, up from 400 million in 2010. The study also projected that, by 2026, over 140 million new mobile subscriptions will likely be added in Africa, accounting for one-quarter of global mobile subscriber growth.

Herein lies a profound opportunity for the African church to reach this surge of digitally connected people with the gospel, using media platforms as mission fields to convey the life-changing message of hope. Media has the potential to reach into uncharted spaces and make inroads amongst the unreached – bringing hope and salvation to those so desperately in need. As Africa continues to leapfrog and adopt the digital economy, we can trust God to enhance our creativity, discernment and digital strategies, so that we effectively leverage the power of media to strengthen believers and share the good news.

3. A legacy of deep spirituality

In his book From Jerusalem to Timbuktu, author Brian Stiller looks at the transformation that has taken place over the past century, shifting the church’s centre from the Global North to the Global South. Amongst these nations that make up a thriving Christian epicentre, he has identified five common themes, or ‘drivers’, of a healthy church. Stiller asserts that the key factor contributing to this flourishing faith is ‘a church that has come to know and appreciate the person and gifts of the Holy Spirit.’

The rise of Pentecostalism across the African continent has excitedly resulted in Christians being much more open to the things of the Spirit and hence open to the supernatural. Most Africans are familiar with the spirit world and one of the questions often asked is, which God is stronger and is this God able to perform miracles? I have seen the childlike faith of many who believe unquestionably that God is able to heal. The God of the supernatural has proven to be attractive to many, hence contributing to the growth of the church across the continent.

4. The resilience of the African church

Africans are incredibly resilient by nature – a trait that has been shaped by time and adversity and has led to the most unexpected outcomes. Take the COVID-19 pandemic as an example. Despite early predictions of widespread devastation in Africa, the continent did not succumb to the dire forecasts. Instead, Africa pivoted and adapted, displaying remarkable unity and resilience.

Having endured hardship and exceptionally challenging circumstances, Africans have developed a remarkable ability to persevere. We not only see this resilience on the mission field; we also see it nurtured through the cultural, daily rhythms of community life.

Ubuntu is the idea that ‘your wellbeing is my wellbeing’, celebrating the interconnectedness of our humanity, and emphasising the responsibility we have to care for and look after one another. This state of interdependence affirms the kind of community we see in scripture – practical, accountable and loving relationships that build safety, identity and protection around its people.

5. A homegrown vision for the African continent

Today, more than ever, Africans are emerging as leaders within their communities, taking responsibility for the vision God has instilled in their hearts. The seeds of the gospel, sown by missionaries in the past century, are now bearing fruit in local contexts. According to Brian Stiller, this ‘revolutionary influence of locally grown leaders and ideas’ is growing across the African continent and stands as one of the key drivers in healthy church growth.

He adds, ‘Indigenous leadership has been critical not only for the astounding growth of the church but also for the church being able to read the gospel in context—that is, in a local language or vernacular that expresses what indigenous Christians believe.’ He asserts that when the gospel is preached and lived out in a way that is uniquely African, the church begins to operate in the full expression of what God intended.

I am excited about the prospect of the African church in the future. This continent’s unique strengths position its people to lead, shape, and influence the global church in a way that holds the promise of profound transformation for generations to come. It’s a vision that inspires me daily and one that I rejoice in pursuing with Christ.

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The unseen link between organisational health and impact for non-profits

Non-profit organisations operate within a complex ecosystem. They navigate many challenges and opportunities as they strive to achieve their missions. This complexity often poses hurdles for leaders, demanding a delicate balance between strategic growth and maintaining a healthy organisational culture. In this article, Mergon Foundation’s Ian Conolly discusses the critical link between the health of an organisation and its performance, shedding light on the importance of nurturing vibrant and healthy organisational practices.

Jim Collins, in the foreword of the book Engine of Impact, says ‘it is substantially more difficult to build a great social sector organisation than to build a great business corporation of similar scale. And that is why the best-run, most impactful non-profits stand as some of the most impressive enterprises in the world.’

‘The best non-profits are truly spectacular,’ said Kim Jonker in a conversation about this book. ‘They will take your breath away.’ ​And yet most non-profits limp along, operating far below their potential impact.​

Research shows that 80% of organisations perform better when they prioritise growing the health of their organisation. ‘Think about it for a moment,’ says Ian, ‘if you’re a vibrant organisation with teams that are united towards a common mission, a clear strategy and great leadership, a natural outflow will be an increase in performance.’

Higher engagement and productivity can result in many benefits. Funding is one such example. If an organisation approaches a donor for funding, and the donor experiences the organisation as one with a clear strategy, strong team dynamics, a healthy internal culture, and good governance, they are far more likely to see it as a good investment opportunity.

The challenges leaders face

If you’re a non-profit leader, chances are that you’ve shed some tears over the years. Leading is tough. Leaders get misunderstood, judged, hurt and exhausted. There is a need for revitalisation and a supportive community for non-profit leaders, especially because so many leaders are feeling isolated in their journey. Not only that, but they also have pressure from funders who want to see the numbers… the impact of the work on communities… and while this is well-intentioned, it often compels organisations to stretch their resources thin, potentially leading to unhealthy organisational environments.

Says Ian, ‘For us at Mergon there has been an increasing awareness of, and a focus on, the health of leaders and of organisations. We believe that healthy leaders leading healthy organisations have the most sustainable impact. We know that when an organisation is healthy the maximum energy can be focused outward on mission impact.’

Three core practices of healthy organisations

A few years ago, Mergon Foundation built the OSP Scan (Organisational Self-Perception Scan) as a tool to serve our partners. The question we asked is ‘What does a healthy organisation look like?’

After much research, we recognised three practices that healthy organisations do that help them to thrive, namely People Practices, Thinking Practices, and Governance Practices.

Building sustainable organisations - Mergon Foundation

‘The first thing you usually notice in a healthy organisation is a thriving team. There is great leadership and a clear mission, a sense that everyone is in it together,’ notes Ian.

‘In addition to having great people on your team, healthy organisations tend to have great strategy and clear thinking around where they want to go. If the team is strong, but your strategy and thinking are limited, your mission impact is going to be held back. On the other hand, if the strategy is clear but the team environment is toxic, you won’t achieve your impact potential, says Ian.’

He adds, ‘The third practice involves governance, which means using controls and measures to ensure accountability to all stakeholders for our decisions, to ensure we’re achieving our desired impact, and that we have external oversight enabling us to stay on track.’

When these three practices are strong, we see organisations start to thrive.

Nine core areas of healthy organisations

Ian explained that these three practices can be further divided into three core areas each, totalling nine in all.

People practices: Leadership, Mission & Vision and People, Teams & Values

Thinking practices: Communication & Identity, Funding & Strategy

Governance practices: Operations & Finance, Governance & Oversight and Impact Management

Hallmarks of healthy organisations

With these nine areas identified, the Mergon Foundation launched the OSP Scan. This tool has already guided 618 participants from 80 organisations through the process over the last three years, providing valuable data that enhances our ability to better address our partners’ needs moving forward.

The priority of growing healthy organisations

We conducted a survey of over 100 non-profit organisations from 21 different countries in Africa. We asked them to rate their current organisational health and how important growing a health organisation is for them. The response was overwhelmingly positive, with 94% saying that strengthening their organisation’s health is either growing in importance or already a work in progress.

We also asked what topics would be most helpful to the leaders for the growth of their organisations. Our survey found that developing a fundraising strategy, planning team capacity, and learning how to raise up great leaders were the top three areas, highlighting consistent needs across these organisations.

It is exciting to see that leaders of non-profit organisations are increasingly prioritising the growth of their people and organisational capability. As we gather data and understand the needs of leaders in a deeper way, we as funders can partner together to advance mission impact through healthy organisations.

Introducing FiftyFour

Now with a clearer view of their organisational strengths and areas requiring attention, leaders were left asking, ‘How do we take practically take the next step in growing our organisation’s health?’ Quite simply, ‘where to from here?’

As a team, we began imagining ways to support them in taking this critical next step on their journey. That’s when an idea of a learning platform started to emerge. We envisioned a place of connecting and learning from seasoned leaders and practitioners with specialist skills in a core area; people who, having gone before us, understand the challenges leaders face. It would be a space for practical equipping and capacity building, fostering a community of peers on a shared journey towards advancing their organisational health. It was in this collaborative vision that FiftyFour was born.

An online learning and capacity building platform, FiftyFour is designed to guide leaders towards growing healthy organisations that will have impact for generations to come. As a collaboration with the Mergon Foundation, MacClellan Foundation and 3W Foundation, the FiftyFour platform is currently undergoing substantial pilot testing and will be launching broadly to non-profit leaders in 2024.

Built to serve leaders to grow their organisations, the platform centres on four pillars: assessment tools, impactful courses, connection with other leaders, and data & research. These benefits provide leaders the opportunity to assess their needs, access applicable learning, learn from peers and understand data from their region that can inform their growth.

All this is free to leaders, wherever they may be around the world! Register and start your learning journey today at www.fiftyfourcollective.com.

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Three ways to pursue in-Christ leadership

‘One of the greatest legacies leaders can leave is to invest in the depth of one’s relationships with God and one another,’ says leadership coach and Mergon Foundation board member, Johan Beukes.

Over the past year, Johan has contributed a wealth of insights about in-Christ leadership and played an integral role in crafting and co-facilitating a Mergon Foundation initiative called the Healthy Leaders Journey. This curated journey allows leaders to reflect on and grow in four key relationships: with God, with self, with team/family and with the world. This blueprint empowers leaders to weave these dimensions together, contributing to their overall leadership health and well-being.

In his work, Johan has found that many believers arrive at a place where their business, leadership and life are not integrated, or experienced that way. In this guest blog post, he unpacks the basis of in-Christ leadership which proposes a life-giving, holistic and integrated approach to leadership as an alternative. He gives Christian leaders a powerful perspective on the importance of continuously pursuing Christ and leading others into their God-given potential and explores three practical ways to embrace in-Christ leadership within your organisation.

The basis of in-Christ leadership: life-giving, holistic, integrated

According to Johan, in-Christ leadership is first of all life-giving. ‘Romans 8 is considered by many believers to be the Good News of the gospel summarised in one chapter. The assumption is that the Good News is also sustainably life-giving,’ explains Johan.

‘…Those who enter into Christ’s being-here-for-us no longer have to live under a continuous, low-lying black cloud. A new power is in operation. The Spirit of life in Christ, like a strong wind, has magnificently cleared the air, freeing you from a fated lifetime of brutal tyranny at the hands of sin and death.’ Romans 8:1-2 (MSG)

‘There is therefore now no condemnation for those who are in Christ Jesus. For the law of the Spirit of life has set you free in Christ Jesus from the law of sin and death.’ Romans 8:1-2 (ESV)

‘This is the core idea of in-Christ leadership: you are in Christ which enables your leadership to be sustainably life-giving,’ he explains. ‘Leaders can however be rooted in many other things (what we seek) – things which are not necessarily life-giving. It’s good to become aware of these things and bring them before God.’

Tim Keller explains it like this:

WHAT WE SEEK

Price Willing to Pay

Greatest Nightmare

Others Often Feel

Problem Emotion

CONTROL

(self-discipline, certainty, standards)

Loneliness, spontaneity

Uncertainty, chaos

Condemned

Worry

COMFORT (privacy, lack of stress, freedom)

Reduced productivity

Stress, demands

Hurt

Boredom

APPROVAL (affirmation, love, relationship)

Less independence

Rejection

Smothered

Cowardice

POWER (success, winning influence)

Being burdened, responsibility 

Humiliation

Used

Anger

Secondly, in-Christ leadership considers the holistic nature of people. Johan explains that the dimensions of life (e.g. spiritual, physical, social, emotional etc.) are understood within the context of four primary relationships:

    1. Relationship with God: shapes the spiritual and physical dimensions.
    2. Relationship with self: forms the emotional and mental dimensions.
    3. Relationship with others: forms the social dimension.
    4. Relationship with the world: shapes the career, financial and meaning dimensions.

Says Johan, ‘When leaders are formed holistically, in the image of Christ, we see leaders with a life-giving conscience, life-giving character, life-giving care as well as life-giving compassion.’

Thirdly, in-Christ leadership is an integrated approach to leadership. He explains:

‘The assumption is that spiritual formation is the foundation. According to Prof Marius Nel, Paul referred to believers who received the Holy Spirit as ‘spiritual’ pneumatikoi (Gal 6:1; 1 Cor 2:13-15) to indicate that they were transformed by the Spirit. Secondly, he repeatedly refers to the spiritual transformation of believers by linking various words to the Greek noun ‘morph’ which refers to the ‘form’ of something. Thus, he expects in Philippians 3:21 that the humble bodies of believers will be conformed (summorphos) to the glorified body of Jesus. God has destined believers, according to Paul, to be conformed (summorphos) to the image of his Son (Rom 8:29). They will finally be transformed (metamorphoumetha) into the image of God when they behold his glory (2 Cor 3:18). Thirdly, the idea of being spiritually formed is also expressed by Paul through concepts such as being holy and blameless (1 Thess 3:13).

Johan reiterates that this formation is not an individual matter. ‘For me, leadership formation is rooted in spiritual formation, along with others. In my in-Christ leadership work with organisations for example, when we talk about teams, we use the term ‘Beyond Teamwork’. The reason for this is that it is a community of people who are becoming more and more aware of Christ’s life-giving presence among them. His presence inspires them to witness life-changing (metanoia) impact (fruit) wherever they pray and work. The result is life-giving cultures and organisations where different departments function in a life-giving way.’

Three ways to pursue in-Christ leadership

1. Growing deeper in Christ

As a Christian leader, it is critical to remain rooted in Christ. In John 15:15 Jesus says, ‘I am the Vine and you are the branches. If you remain in Me and I in you, you will bear much fruit; apart from Me you can do nothing. If you do not remain in Me, you are like a branch that is thrown away and withers; such branches are picked up, thrown into the fire and burned. If you remain in Me and my words remain in you, ask whatever you wish, and it will be done for you. This is to my Father’s glory, that you bear much fruit, showing yourselves to be My disciples.’

Johan explains that being constantly connected to the Vine will influence your mindset, perspective and approach as you lead through various seasons and organisational life stages. ‘An in-Christ leader doesn’t simply ascribe to Christian principles or moral standards. Instead, as you grow deeper into Christ, the fruit of the Spirit will become even more evident in your life and leadership, differentiating you as a leader who reflects the nature of Jesus. As you follow Christ, your leadership and example will become an invitation for others to follow Him too,’ he notes.

‘Therefore, there is now no condemnation for those who are in Christ Jesus, because through Christ Jesus the law of the Spirit who gives life has set you free from the law of sin and death.’ Romans 8:1-2

2. Bearing the fruit of the Spirit

Johan notes that an in-Christ leader leads by example and bears the fruit of the Spirit, just as Jesus did. ‘This will never be possible in your own strength as a leader. It will be a challenging and refining process as you are faced with situations where you have to ask the Holy Spirit for strength so that His fruit can be evident in your leadership,’ he explains.

‘But the fruit of the Spirit is love, joy, peace, forbearance, kindness, goodness, faithfulness, gentleness and self-control. Against such things, there is no law.’ Galatians 5:22 (NIV)

3. Staying in touch with reality

‘In-Christ leaders understand that they are ‘in the world, but not of it’,’ says Johan. We can’t separate ourselves from what’s happening in the world, but we can decide through which lens we look at it, and how we respond to it.

‘In an ever-evolving world, it is crucial for leaders to become even more compassionate. While you as a Christian leader may know much about applying the Bible to your daily life, it is your responsibility and a wonderful opportunity to guide future leaders through their own leadership suffering in order for them to build capacity for compassion,’ he says.

‘Jesus called his disciples to him and said, ‘I have compassion for these people; they have already been with me three days and have nothing to eat. I do not want to send them away hungry, or they may collapse on the way.’ Matthew 15:32 (NIV)

In conclusion, in-Christ leadership is a transformative journey that benefits not only you as a leader but also those around you. Remaining rooted in Christ shapes your character and leadership, providing a meaningful example for your team, family, and community. Your connection to the Vine and the lens of faith through which you view the world will infuse your leadership and personal life with compassion and understanding. This has the potential to serve as a source of inspiration and guidance for those you lead, encouraging them to follow in your footsteps and embrace the life-giving essence of this holistic and integrated approach.

Mergon is an entrepreneurial investment company that exists to create Kingdom impact and equip others to do the same.

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