The 4T Process: How to Develop the People You Lead

One of the most important responsibilities of a leader is developing other people.

As a Level 2 leader at Hope Church, you're responsible for more than making sure your team gets the job done. You're helping people grow—in their character, their skills, their confidence, and ultimately in their ability to lead others... But how do you actually do that?

It's tempting to think that developing people requires a special gift, years of experience, or an extensive training program. The good news is that it doesn't.
What it does require is intentionality.

Leadership development doesn't happen simply because people spend time around a good leader.  It happens when a leader intentionally helps someone take the next step.  One practical way to do this is through a simple framework, developed by Mac Lack, called the 4T Process: Think, Try, Talk, and Train Others.

Every area of growth begins with learning something new.

Start by identifying one specific competency you want someone on your team to develop. Maybe they need to improve their communication, showing initiative, encouraging others, solving problems, or giving feedback.

Don't try to develop everything at once. Choose one competency that will help them take their next step.  Then give them something to think about.

It might be a short article, a Bible passage, a podcast, a video, or even a conversation in which you explain a leadership principle. For example, if someone needs to grow in encouraging others, you might ask them to read 1 Thessalonians 5:11: "Therefore encourage one another and build one another up, just as you are doing."  Then, ask them to consider what it looks like to intentionally build up the people around them.

The goal isn't to transfer information, but to help them begin thinking differently about how they serve and influence others.

Here's where leadership development often breaks down: We assume that because someone understands a principle, they know how to put it into practice. But understanding and doing are two very different things. If you want someone to grow, give them an opportunity to practice what they're learning.

• Suppose you're helping someone develop the competency of encouragement. 
  • Rather than simply discussing its importance, challenge them to intentionally encourage two people on the team this week.
• Or perhaps you're helping someone grow in taking initiative. 
  • Ask them to identify one problem during a Sunday service and take appropriate action to help solve it.

These assignments don't need to be complicated. In fact, smaller is often better.  The important thing is that the person moves from knowing something to actually doing something.  And remember, people don't have to practice leadership only at church. Encourage them to apply what they're learning at home, at work, and in their relationships.

We're not just developing better volunteers. We're helping people become more like Jesus in every area of life.

Practice alone doesn't guarantee growth.

People can repeat the same mistakes for years without improving. What makes experience valuable is taking time to evaluate it.  That's why the third step is so important.  After someone has learned a principle and practiced it, take time to talk about what happened.

Ask questions like:

• What stood out to you from what you learned?
• What did you try?
• What went well?
• What was difficult or uncomfortable?
• What would you do differently next time?

Listen carefully. Celebrate progress. Offer encouragement. And when necessary, provide constructive feedback.

There's an important distinction between giving feedback and correcting mistakes. Correcting a mistake addresses something that needs to change. Feedback is broader. It helps someone recognize what they're doing well, understand the effect of their actions, and identify opportunities to improve. Both have their place in development.

For example, you might say, "I noticed you went out of your way to welcome that new team member. That was excellent. Next time, consider introducing them to someone else on the team so they begin building relationships."  That's development happening in an ordinary conversation.

You don't need an hour-long meeting. Sometimes five intentional minutes after serving together can make a significant difference.

The final step is where development becomes multiplication.

Once someone begins demonstrating a competency, encourage them to help someone else develop that same skill.  

• If they've learned to encourage others, challenge them to help a newer team member become more encouraging.
• If they've grown in communication, ask them to share what they've learned with someone who struggles in that area.

They don't need to become experts before they begin helping others.  In fact, teaching someone else often strengthens our own understanding and commitment.

This is part of the pattern we see in 2 Timothy 2:2, where Paul instructs Timothy to entrust what he's learned to faithful people who will be able to teach others also. Paul wasn't simply interested in Timothy becoming a better leader. He wanted Timothy to develop people who would develop still more people.  That's multiplication.

And it's the kind of leadership culture we want to build at Hope Church.  Start Small. Be Intentional.  You don't need to create a leadership development program for your entire team.

• Start with one person.
• Think about someone you're already leading who has demonstrated faithfulness, teachability, or potential for greater responsibility.
• Identify one competency that would help that person grow.
• Then walk them through the 4T Process:
  • Think: Give them something focused to learn.
  • Try: Create an opportunity to put it into practice.
  • Talk: Help them evaluate the experience and grow.
  • Train Others: Encourage them to pass what they've learned to someone else.

Repeat the process with another competency as they're ready.

Remember, our goal isn't simply to have teams that function well on Sunday mornings. We want to develop people who are growing as disciples of Jesus and increasingly capable of helping others do the same.

Choose one person on your team and one competency you want to help them develop. Then take the first step.  You don't have to develop everyone at once. Just begin developing someone intentionally.  That's how leaders become developers—and how disciples make disciples.