1. Copyright 2004 by Larry G. Hess, Ministerial Development Supervised Training vs. Mentoring The MIP Process

2. Copyright 2004 by Larry G. Hess, Ministerial Development INTRODUCTION MIP involves a process of supervised training which emphasizes theory, practice, and accountability. MIP is a supervised training practicum which includes components of mentoring, but is not strictly a mentoring program. An internship experience must focus on supervised learning opportunities with a strong training focus which must balance theory and practice.

3. Copyright 2004 by Larry G. Hess, Ministerial Development I.RESPONSIBILITY In MIP the intern is held responsible for learning from three distinct domains: 1) KNOWING theological and philosophical foundations for ministry

4. Copyright 2004 by Larry G. Hess, Ministerial Development I.RESPONSIBILITY In MIP the intern is held responsible for learning from three distinct domains: 1)KNOWING theological and philosophical foundations for ministry 2)DOING Internship provides unique venues for practical application and supervised learning experiences.

5. Copyright 2004 by Larry G. Hess, Ministerial Development I.RESPONSIBILITY In MIP the intern is held responsible for learning from three distinct domains: 1)KNOWING theological and philosophical foundations for ministry 2)DOING Internship provides unique venues for practical application and supervised learning experiences. 3)BEING in MIP provides interaction, dialogue, and personal reflection necessary for absorption and integration of theory and application

6. Copyright 2004 by Larry G. Hess, Ministerial Development I.RESPONSIBILITY A.Intern Roles and Responsibilities 1)Show respect for the opportunity to serve in the supervising church (by invitation and appointment).

7. Copyright 2004 by Larry G. Hess, Ministerial Development I.RESPONSIBILITY A.Intern Roles and Responsibilities 1)Show respect for the opportunity to serve in the supervising church (by invitation and appointment). 2)Be loyal in every way possible.

8. Copyright 2004 by Larry G. Hess, Ministerial Development I.RESPONSIBILITY A.Intern Roles and Responsibilities 1)Show respect for the opportunity to serve in the supervising church (by invitation and appointment). 2)Be loyal in every way possible. 3)Be trustworthy to keep confidence and never abuse your intimate relationship with the supervising pastor and church staff.

9. Copyright 2004 by Larry G. Hess, Ministerial Development I.RESPONSIBILITY A.Intern Roles and Responsibilities 1)Show respect for the opportunity to serve in the supervising church (by invitation and appointment). 2)Be loyal in every way possible. 3)Be trustworthy to keep confidence and never abuse your intimate relationship with the supervising pastor and church staff. 4)Be proactive to initiate supervising conferences and ministry assignments.

10. Copyright 2004 by Larry G. Hess, Ministerial Development I.RESPONSIBILITY A.Intern Roles and Responsibilities 1)Show respect for the opportunity to serve in the supervising church (by invitation and appointment). 2)Be loyal in every way possible. 3)Be trustworthy to keep confidence and never abuse your intimate relationship with the supervising pastor and church staff. 4)Be proactive to initiate supervising conferences and ministry assignments. 5)Be diligent to make sure you understand your assigned duties, limitations, and responsibilities.

11. Copyright 2004 by Larry G. Hess, Ministerial Development I.RESPONSIBILITY A.Intern Roles and Responsibilities 1)Show respect for the opportunity to serve in the supervising church (by invitation and appointment). 2)Be loyal in every way possible. 3)Be trustworthy to keep confidence and never abuse your intimate relationship with the supervising pastor and church staff. 4)Be proactive to initiate supervising conferences and ministry assignments. 5)Be diligent to make sure you understand your assigned duties, limitations, and responsibilities. 6)Be a good model before the church by maintaining appropriate decorum in speech, dress, manner, and attitude.

12. Copyright 2004 by Larry G. Hess, Ministerial Development I.RESPONSIBILITY A.Intern Roles and Responsibilities 1)Show respect for the opportunity to serve in the supervising church (by invitation and appointment). 2)Be loyal in every way possible. 3)Be trustworthy to keep confidence and never abuse your intimate relationship with the supervising pastor and church staff. 4)Be proactive to initiate supervising conferences and ministry assignments. 5)Be diligent to make sure you understand your assigned duties, limitations, and responsibilities. 6)Be a good model before the church by maintaining appropriate decorum in speech, dress, manner, and attitude. 7)Complete your daily journal plus specific notes concerning sharing sessions, assignments, personal observations, and reminders on fulfilling your personal vision and strategic growth plan.

13. Copyright 2004 by Larry G. Hess, Ministerial Development I.RESPONSIBILITY B.Supervising Pastor Roles and Responsibilities 1)Follow MIP guidelines and policies as outlined in the supervising pastor’s manual.

14. Copyright 2004 by Larry G. Hess, Ministerial Development I.RESPONSIBILITY B.Supervising Pastor Roles and Responsibilities 1)Follow MIP guidelines and policies as outlined in the supervising pastor’s manual. 2)Complete items on monthly checklist.

15. Copyright 2004 by Larry G. Hess, Ministerial Development I.RESPONSIBILITY B.Supervising Pastor Roles and Responsibilities 1)Follow MIP guidelines and policies as outlined in the supervising pastor’s manual. 2)Complete items on monthly checklist. 3)Provide structure and consistence in the program.

16. Copyright 2004 by Larry G. Hess, Ministerial Development I.RESPONSIBILITY B.Supervising Pastor Roles and Responsibilities 1)Follow MIP guidelines and policies as outlined in the supervising pastor’s manual. 2)Complete items on monthly checklist. 3)Provide structure and consistence in the program. 4)Meet on a regular, scheduled basis with the intern (at least once a week) for the exchange of ideas, for planning future assignments, and for performance evaluation.

17. Copyright 2004 by Larry G. Hess, Ministerial Development B.Supervising Pastor Roles and Responsibilities 1)Follow MIP guidelines and policies as outlined in the supervising pastor’s manual. 2)Complete items on monthly checklist. 3)Provide structure and consistence in the program. 4)Meet on a regular, scheduled basis with the intern (at least once a week) for the exchange of ideas, for planning future assignments, and for performance evaluation. 5)Encourage the intern to maintain a consistent and disciplined devotional life. I.RESPONSIBILITY

18. Copyright 2004 by Larry G. Hess, Ministerial Development B.Supervising Pastor Roles and Responsibilities 1)Follow MIP guidelines and policies as outlined in the supervising pastor’s manual. 2)Complete items on monthly checklist. 3)Provide structure and consistence in the program. 4)Meet on a regular, scheduled basis with the intern (at least once a week) for the exchange of ideas, for planning future assignments, and for performance evaluation. 5)Encourage the intern to maintain a consistent and disciplined devotional life. 6)Help the intern set and pursue reasonable goals and plan skillfully. I.RESPONSIBILITY

19. Copyright 2004 by Larry G. Hess, Ministerial Development B.Supervising Pastor Roles and Responsibilities 1)Follow MIP guidelines and policies as outlined in the supervising pastor’s manual. 2)Complete items on monthly checklist. 3)Provide structure and consistence in the program. 4)Meet on a regular, scheduled basis with the intern (at least once a week) for the exchange of ideas, for planning future assignments, and for performance evaluation. 5)Encourage the intern to maintain a consistent and disciplined devotional life. 6)Help the intern set and pursue reasonable goals and plan skillfully. 7)Demonstrate the highest standards of integrity and excellence. I.RESPONSIBILITY

20. Copyright 2004 by Larry G. Hess, Ministerial Development B.Supervising Pastor Roles and Responsibilities 1)Follow MIP guidelines and policies as outlined in the supervising pastor’s manual. 2)Complete items on monthly checklist. 3)Provide structure and consistence in the program. 4)Meet on a regular, scheduled basis with the intern (at least once a week) for the exchange of ideas, for planning future assignments, and for performance evaluation. 5)Encourage the intern to maintain a consistent and disciplined devotional life. 6)Help the intern set and pursue reasonable goals and plan skillfully. 7)Demonstrate the highest standards of integrity and excellence. 8)Be sensitive to the intern’s personal needs, emotional stability, family relationships, and faithfulness to all program requirements. I.RESPONSIBILITY

21. Copyright 2004 by Larry G. Hess, Ministerial Development B.Supervising Pastor Roles and Responsibilities 1)Follow MIP guidelines and policies as outlined in the supervising pastor’s manual. 2)Complete items on monthly checklist. 3)Provide structure and consistence in the program. 4)Meet on a regular, scheduled basis with the intern (at least once a week) for the exchange of ideas, for planning future assignments, and for performance evaluation. 5)Encourage the intern to maintain a consistent and disciplined devotional life. 6)Help the intern set and pursue reasonable goals and plan skillfully. 7)Demonstrate the highest standards of integrity and excellence. 8)Be sensitive to the intern’s personal needs, emotional stability, family relationships, and faithfulness to all program requirements. 9)Work closely with the stat/regional MIP coordinator in relation to the progress of the intern. I.RESPONSIBILITY

22. Copyright 2004 by Larry G. Hess, Ministerial Development B.Supervising Pastor Roles and Responsibilities 1)Follow MIP guidelines and policies as outlined in the supervising pastor’s manual. 2)Complete items on monthly checklist. 3)Provide structure and consistence in the program. 4)Meet on a regular, scheduled basis with the intern (at least once a week) for the exchange of ideas, for planning future assignments, and for performance evaluation. 5)Encourage the intern to maintain a consistent and disciplined devotional life. 6)Help the intern set and pursue reasonable goals and plan skillfully. 7)Demonstrate the highest standards of integrity and excellence. 8)Be sensitive to the intern’s personal needs, emotional stability, family relationships, and faithfulness to all program requirements. 9)Work closely with the stat/regional MIP coordinator in relation to the progress of the intern. 10)Complete and mail evaluation forms promptly to the state/regional coordinator (state office) and to the Department of Ministerial Development. I.RESPONSIBILITY

23. Copyright 2004 by Larry G. Hess, Ministerial Development A.The Department of Ministerial Development’s Responsibilities for oversight and overall leadership of MIP. 1)The Department of Ministerial Development bears a dual burden of responsibility—first to the intern and then to the denomination. It is a responsibility to provide for the participant the supervising church and pastor, and for the denomination a quality internship program which will provide excellent training for emergency leaders. MIP must also provide for the Church of God a continuing flow of competent pastors, evangelists, missionaries, etc. to serve the growing needs of the Church of God around the world. I.RESPONSIBILITY

24. Copyright 2004 by Larry G. Hess, Ministerial Development Evaluation is a critical ingredient in MIP and involves intern and spouse self-evaluation, intern performance, evaluation by the supervising pastor relative to the overall participation of the intern (and spouse). II.Evaluation

25. Copyright 2004 by Larry G. Hess, Ministerial Development Successful completion of the Ministerial Affirmation Program (MAP) represents that the intern has been directed through an intense process of personal assessment related to calling, passion, emotional/spiritual maturity, and theological convictions. II.Evaluation

26. Copyright 2004 by Larry G. Hess, Ministerial Development A.Foundations for Evaluation in a Supervised Training Format the supervising pastor makes a personal evaluation with questions such as: 1)Does the intern have a sense of calling to full-time vocational ministry? II.Evaluation

27. Copyright 2004 by Larry G. Hess, Ministerial Development A.Foundations for Evaluation in a Supervised Training Format the supervising pastor makes a personal evaluation with questions such as: 1)Does the intern have a sense of calling to full-time vocational ministry? 2)Does the intern show a mature understanding of the obligations and responsibilities of that calling? II.Evaluation

28. Copyright 2004 by Larry G. Hess, Ministerial Development A.Foundations for Evaluation in a Supervised Training Format the supervising pastor makes a personal evaluation with questions such as: 1)Does the intern have a sense of calling to full-time vocational ministry? 2)Does the intern show a mature understanding of the obligations and responsibilities of that calling? 3)Does the intern demonstrate some inherent talents essential to the calling? II.Evaluation

29. Copyright 2004 by Larry G. Hess, Ministerial Development A.Foundations for Evaluation in a Supervised Training Format the supervising pastor makes a personal evaluation with questions such as: 1)Does the intern have a sense of calling to full-time vocational ministry? 2)Does the intern show a mature understanding of the obligations and responsibilities of that calling? 3)Does the intern demonstrate some inherent talents essential to the calling? 4)Does the intern show diligence in the pursuit of necessary skills to enhance the calling? II.Evaluation

30. Copyright 2004 by Larry G. Hess, Ministerial Development A.Foundations for Evaluation in a Supervised Training Format the supervising pastor makes a personal evaluation with questions such as: 1)Does the intern have a sense of calling to full-time vocational ministry? 2)Does the intern show a mature understanding of the obligations and responsibilities of that calling? 3)Does the intern demonstrate some inherent talents essential to the calling? 4)Does the intern show diligence in the pursuit of necessary skills to enhance the calling? 5)Does the intern have a commitment to academic preparation? II.Evaluation

31. Copyright 2004 by Larry G. Hess, Ministerial Development A.Foundations for Evaluation in a Supervised Training Format the supervising pastor makes a personal evaluation with questions such as: 1)Does the intern have a sense of calling to full-time vocational ministry? 2)Does the intern show a mature understanding of the obligations and responsibilities of that calling? 3)Does the intern demonstrate some inherent talents essential to the calling? 4)Does the intern show diligence in the pursuit of necessary skills to enhance the calling? 5)Does the intern have a commitment to academic preparation? 6)Does the intern show evidence of spiritual maturity basic to the calling? II.Evaluation

32. Copyright 2004 by Larry G. Hess, Ministerial Development A.Foundations for Evaluation in a Supervised Training Format the supervising pastor makes a personal evaluation with questions such as: 1)Does the intern have a sense of calling to full-time vocational ministry? 2)Does the intern show a mature understanding of the obligations and responsibilities of that calling? 3)Does the intern demonstrate some inherent talents essential to the calling? 4)Does the intern show diligence in the pursuit of necessary skills to enhance the calling? 5)Does the intern have a commitment to academic preparation? 6)Does the intern show evidence of spiritual maturity basic to the calling? 7)Does the intern have the basic ability to communicate with people and to articulate their personal ministerial goals and philosophy of ministry? II.Evaluation

33. Copyright 2004 by Larry G. Hess, Ministerial Development B.Supervisor/Intern Evaluation Process Evaluation requires a contractual agreement and mutual consent between the intern and the supervising pastor. II.Evaluation

34. Copyright 2004 by Larry G. Hess, Ministerial Development B.Supervisor/Intern Evaluation Process The intern and the supervising pastor contract for the evaluation to take place through:  weekly ministry assignments II.Evaluation

35. Copyright 2004 by Larry G. Hess, Ministerial Development B.Supervisor/Intern Evaluation Process The intern and the supervising pastor contract for the evaluation to take place through:  weekly ministry assignments  academic studies which are part of MIP II.Evaluation

36. Copyright 2004 by Larry G. Hess, Ministerial Development B.Supervisor/Intern Evaluation Process The intern and the supervising pastor contract for the evaluation to take place through:  weekly ministry assignments  academic studies which are part of MIP  weekly conferences between intern and supervising pastor II.Evaluation

37. Copyright 2004 by Larry G. Hess, Ministerial Development B.Supervisor/Intern Evaluation Process The intern and the supervising pastor contract for the evaluation to take place through:  weekly ministry assignments  academic studies which are part of MIP  weekly conferences between intern and supervising pastor  special reading assignments made by the supervising pastor II.Evaluation

38. Copyright 2004 by Larry G. Hess, Ministerial Development B.Supervisor/Intern Evaluation Process The intern and the supervising pastor contract for the evaluation to take place through:  weekly ministry assignments  academic studies which are part of MIP  weekly conferences between intern and supervising pastor  special reading assignments made by the supervising pastor  interns behaviors and skills demonstrated while accompanying the supervising pastor during various ministry functions II.Evaluation

39. Copyright 2004 by Larry G. Hess, Ministerial Development B.Supervisor/Intern Evaluation Process The intern and the supervising pastor contract for the evaluation to take place through:  weekly ministry assignments  academic studies which are part of MIP  weekly conferences between intern and supervising pastor  special reading assignments made by the supervising pastor  interns behaviors and skills demonstrated while accompanying the supervising pastor during various ministry functions  reports to the state coordinator from the supervising pastor regarding the interns progress II.Evaluation

40. Copyright 2004 by Larry G. Hess, Ministerial Development B.Supervisor/Intern Evaluation Process The intern and the supervising pastor contract for the evaluation to take place through:  weekly ministry assignments  academic studies which are part of MIP  weekly conferences between intern and supervising pastor  special reading assignments made by the supervising pastor  interns behaviors and skills demonstrated while accompanying the supervising pastor during various ministry functions  reports to the state coordinator from the supervising pastor regarding the interns progress  the interns demonstrated faithfulness and productivity during MIP II.Evaluation

41. Copyright 2004 by Larry G. Hess, Ministerial Development B.Supervisor/Intern Evaluation Process The intern and the supervising pastor contract for the evaluation to take place through:  weekly ministry assignments  academic studies which are part of MIP  weekly conferences between intern and supervising pastor  special reading assignments made by the supervising pastor  interns behaviors and skills demonstrated while accompanying the supervising pastor during various ministry functions  reports to the state coordinator from the supervising pastor regarding the interns progress  the interns demonstrated faithfulness and productivity during MIP  the supervising pastor’s review of the intern’s self- evaluations II.Evaluation

42. Copyright 2004 by Larry G. Hess, Ministerial Development B.Supervisor/Intern Evaluation Process The intern and the supervising pastor contract for the evaluation to take place through:  weekly ministry assignments  academic studies which are part of MIP  weekly conferences between intern and supervising pastor  special reading assignments made by the supervising pastor  interns behaviors and skills demonstrated while accompanying the supervising pastor during various ministry functions  reports to the state coordinator from the supervising pastor regarding the interns progress  the interns demonstrated faithfulness and productivity during MIP  the supervising pastor’s review of the intern’s self-evaluations  constant review of intern’s daily academic assignments and personal spiritual disciplines. II.Evaluation

43. Copyright 2004 by Larry G. Hess, Ministerial Development B.Supervisor/Intern Evaluation Process The intern and the supervising pastor contract for the evaluation to take place through:  weekly ministry assignments  academic studies which are part of MIP  weekly conferences between intern and supervising pastor  special reading assignments made by the supervising pastor  interns behaviors and skills demonstrated while accompanying the supervising pastor during various ministry functions  reports to the state coordinator from the supervising pastor regarding the interns progress  the interns demonstrated faithfulness and productivity during MIP  the supervising pastor’s review of the intern’s self-evaluations  constant review of intern’s daily academic assignments and personal spiritual disciplines.  the supervising pastor’s assessment concerning the intern’s marriage and/or emotional stability under the pressures of the internship. II.Evaluation

44. Copyright 2004 by Larry G. Hess, Ministerial Development B.In the monthly evaluation process, the supervising pastor will evaluate the intern (and spouse) on many areas, such as:  ability to communicate II.Evaluation

45. Copyright 2004 by Larry G. Hess, Ministerial Development B.In the monthly evaluation process, the supervising pastor will evaluate the intern (and spouse) on many areas, such as:  ability to communicate  faithfulness to the process and agreements II.Evaluation

46. Copyright 2004 by Larry G. Hess, Ministerial Development B.In the monthly evaluation process, the supervising pastor will evaluate the intern (and spouse) on many areas, such as:  ability to communicate  faithfulness to the process and agreements  commitment to personal and professional values II.Evaluation

47. Copyright 2004 by Larry G. Hess, Ministerial Development B.In the monthly evaluation process, the supervising pastor will evaluate the intern (and spouse) on many areas, such as:  ability to communicate  faithfulness to the process and agreements  commitment to personal and professional values  intern’s ministry strengths and ministry weaknesses II.Evaluation

48. Copyright 2004 by Larry G. Hess, Ministerial Development B.In the monthly evaluation process, the supervising pastor will evaluate the intern (and spouse) on many areas, such as:  ability to communicate  faithfulness to the process and agreements  commitment to personal and professional values  intern’s ministry strengths and ministry weaknesses  commitment to assignments II.Evaluation

49. Copyright 2004 by Larry G. Hess, Ministerial Development B.In the monthly evaluation process, the supervising pastor will evaluate the intern (and spouse) on many areas, such as:  ability to communicate  faithfulness to the process and agreements  commitment to personal and professional values  intern’s ministry strengths and ministry weaknesses  commitment to assignments  grasp of theological principles; administrative responsibilities; social interactions; psychological dynamics, etc. II.Evaluation

50. Copyright 2004 by Larry G. Hess, Ministerial Development B.In the monthly evaluation process, the supervising pastor will evaluate the intern (and spouse) on many areas, such as:  ability to communicate  faithfulness to the process and agreements  commitment to personal and professional values  intern’s ministry strengths and ministry weaknesses  commitment to assignments  grasp of theological principles; administrative responsibilities; social interactions; psychological dynamics, etc.  Learning abilities and academic strengths II.Evaluation

51. Copyright 2004 by Larry G. Hess, Ministerial Development B.In the monthly evaluation process, the supervising pastor will evaluate the intern (and spouse) on many areas, such as:  ability to communicate  faithfulness to the process and agreements  commitment to personal and professional values  intern’s ministry strengths and ministry weaknesses  commitment to assignments  grasp of theological principles; administrative responsibilities; social interactions; psychological dynamics, etc.  Learning abilities and academic strengths  personal habits and appearance II.Evaluation

52. Copyright 2004 by Larry G. Hess, Ministerial Development B.In the monthly evaluation process, the supervising pastor will evaluate the intern (and spouse) on many areas, such as:  ability to communicate  faithfulness to the process and agreements  commitment to personal and professional values  intern’s ministry strengths and ministry weaknesses  commitment to assignments  grasp of theological principles; administrative responsibilities; social interactions; psychological dynamics, etc.  Learning abilities and academic strengths  personal habits and appearance  demonstration of compassion and tactfulness II.Evaluation

53. Copyright 2004 by Larry G. Hess, Ministerial Development B.In the monthly evaluation process, the supervising pastor will evaluate the intern (and spouse) on many areas, such as:  ability to communicate  faithfulness to the process and agreements  commitment to personal and professional values  intern’s ministry strengths and ministry weaknesses  commitment to assignments  grasp of theological principles; administrative responsibilities; social interactions; psychological dynamics, etc.  Learning abilities and academic strengths  personal habits and appearance  demonstration of compassion and tactfulness  response to criticism II.Evaluation

54. Copyright 2004 by Larry G. Hess, Ministerial Development B.In the monthly evaluation process, the supervising pastor will evaluate the intern (and spouse) on many areas, such as:  ability to communicate  faithfulness to the process and agreements  commitment to personal and professional values  intern’s ministry strengths and ministry weaknesses  commitment to assignments  grasp of theological principles; administrative responsibilities; social interactions; psychological dynamics, etc.  Learning abilities and academic strengths  personal habits and appearance  demonstration of compassion and tactfulness  response to criticism  promptness on assignments and appointments II.Evaluation

55. Copyright 2004 by Larry G. Hess, Ministerial Development B.In the monthly evaluation process, the supervising pastor will evaluate the intern (and spouse) on many areas, such as:  ability to communicate  faithfulness to the process and agreements  commitment to personal and professional values  intern’s ministry strengths and ministry weaknesses  commitment to assignments  grasp of theological principles; administrative responsibilities; social interactions; psychological dynamics, etc.  Learning abilities and academic strengths  personal habits and appearance  demonstration of compassion and tactfulness  response to criticism  promptness on assignments and appointments  cooperation with others II.Evaluation

56. Copyright 2004 by Larry G. Hess, Ministerial Development B.In the monthly evaluation process, the supervising pastor will evaluate the intern (and spouse) on many areas, such as:  ability to communicate  faithfulness to the process and agreements  commitment to personal and professional values  intern’s ministry strengths and ministry weaknesses  commitment to assignments  grasp of theological principles; administrative responsibilities; social interactions; psychological dynamics, etc.  Learning abilities and academic strengths  personal habits and appearance  demonstration of compassion and tactfulness  response to criticism  promptness on assignments and appointments  cooperation with others  resourcefulness in planning II.Evaluation

57. Copyright 2004 by Larry G. Hess, Ministerial Development B.In the monthly evaluation process, the supervising pastor will evaluate the intern (and spouse) on many areas, such as:  ability to communicate  faithfulness to the process and agreements  commitment to personal and professional values  intern’s ministry strengths and ministry weaknesses  commitment to assignments  grasp of theological principles; administrative responsibilities; social interactions; psychological dynamics, etc.  Learning abilities and academic strengths  personal habits and appearance  demonstration of compassion and tactfulness  response to criticism  promptness on assignments and appointments  cooperation with others  resourcefulness in planning  demonstration of leadership qualities II.Evaluation

58. Copyright 2004 by Larry G. Hess, Ministerial Development B.In the monthly evaluation process, the supervising pastor will evaluate the intern (and spouse) on many areas, such as:  ability to communicate  faithfulness to the process and agreements  commitment to personal and professional values  intern’s ministry strengths and ministry weaknesses  commitment to assignments  grasp of theological principles; administrative responsibilities; social interactions; psychological dynamics, etc.  Learning abilities and academic strengths  personal habits and appearance  demonstration of compassion and tactfulness  response to criticism  promptness on assignments and appointments  cooperation with others  resourcefulness in planning  demonstration of leadership qualities  confidentialities; attitudes; teach-ability II.Evaluation

59. Copyright 2004 by Larry G. Hess, Ministerial Development B.In the monthly evaluation process, the supervising pastor will evaluate the intern (and spouse) on many areas, such as:  ability to communicate  faithfulness to the process and agreements  commitment to personal and professional values  intern’s ministry strengths and ministry weaknesses  commitment to assignments  grasp of theological principles; administrative responsibilities; social interactions; psychological dynamics, etc.  Learning abilities and academic strengths  personal habits and appearance  demonstration of compassion and tactfulness  response to criticism  promptness on assignments and appointments  cooperation with others  resourcefulness in planning  demonstration of leadership qualities  confidentialities; attitudes; teach-ability  intern’s potential for ministry II.Evaluation

60. Copyright 2004 by Larry G. Hess, Ministerial Development B.In the monthly evaluation process, the supervising pastor will evaluate the intern (and spouse) on many areas, such as:  ability to communicate  faithfulness to the process and agreements  commitment to personal and professional values  intern’s ministry strengths and ministry weaknesses  commitment to assignments  grasp of theological principles; administrative responsibilities; social interactions; psychological dynamics, etc.  Learning abilities and academic strengths  personal habits and appearance  demonstration of compassion and tactfulness  response to criticism  promptness on assignments and appointments  cooperation with others  resourcefulness in planning  demonstration of leadership qualities  confidentialities; attitudes; teach-ability  intern’s potential for ministry  how does the intern handle the pressures of secular work while doing MIP II.Evaluation

61. Copyright 2004 by Larry G. Hess, Ministerial Development B.In the monthly evaluation process, the supervising pastor will evaluate the intern (and spouse) on many areas, such as:  ability to communicate  faithfulness to the process and agreements  commitment to personal and professional values  intern’s ministry strengths and ministry weaknesses  commitment to assignments  grasp of theological principles; administrative responsibilities; social interactions; psychological dynamics, etc.  Learning abilities and academic strengths  personal habits and appearance  demonstration of compassion and tactfulness  response to criticism  promptness on assignments and appointments  cooperation with others  resourcefulness in planning  demonstration of leadership qualities  confidentialities; attitudes; teach-ability  intern’s potential for ministry  how does the intern handle the pressures of secular work while doing MIP  how does the intern match or conflict with the overall personality of the supervising Church of God, the intern’s attitude toward lay leadership, and team work. II.Evaluation

62. Copyright 2004 by Larry G. Hess, Ministerial Development C.Assessment in Supervised Training vs. Informal Mentoring 1.Supervised training and formal mentoring include: II.Evaluation

63. Copyright 2004 by Larry G. Hess, Ministerial Development C.Assessment in Supervised Training vs. Informal Mentoring 1.Supervised training and formal mentoring include:  a link to strategic organizational objectives II.Evaluation

64. Copyright 2004 by Larry G. Hess, Ministerial Development C.Assessment in Supervised Training vs. Informal Mentoring 1.Supervised training and formal mentoring include:  a link to strategic organizational objectives  established goals II.Evaluation

65. Copyright 2004 by Larry G. Hess, Ministerial Development C.Assessment in Supervised Training vs. Informal Mentoring 1.Supervised training and formal mentoring include:  a link to strategic organizational objectives  established goals  measurable outcomes II.Evaluation

66. Copyright 2004 by Larry G. Hess, Ministerial Development C.Assessment in Supervised Training vs. Informal Mentoring 1.Supervised training and formal mentoring include:  a link to strategic organizational objectives  established goals  measurable outcomes  open access for all who qualify II.Evaluation

67. Copyright 2004 by Larry G. Hess, Ministerial Development C.Assessment in Supervised Training vs. Informal Mentoring 1.Supervised training and formal mentoring include:  a link to strategic organizational objectives  established goals  measurable outcomes  open access for all who qualify  careful paring of interns and trainers II.Evaluation

68. Copyright 2004 by Larry G. Hess, Ministerial Development C.Assessment in Supervised Training vs. Informal Mentoring 1.Supervised training and formal mentoring include:  a link to strategic organizational objectives  established goals  measurable outcomes  open access for all who qualify  careful paring of interns and trainers  both training and support are always provided II.Evaluation

69. Copyright 2004 by Larry G. Hess, Ministerial Development C.Assessment in Supervised Training vs. Informal Mentoring 1.Supervised training and formal mentoring include:  a link to strategic organizational objectives  established goals  measurable outcomes  open access for all who qualify  careful paring of interns and trainers  both training and support are always provided  the organization benefits directly II.Evaluation

70. Copyright 2004 by Larry G. Hess, Ministerial Development C.Assessment in Supervised Training vs. Informal Mentoring 1.Supervised training and formal mentoring include: 2.Characteristics of informal mentoring include: II.Evaluation

71. Copyright 2004 by Larry G. Hess, Ministerial Development C.Assessment in Supervised Training vs. Informal Mentoring 1.Supervised training and formal mentoring include: 2.Characteristics of informal mentoring include:  no specific or measurable goals II.Evaluation

72. Copyright 2004 by Larry G. Hess, Ministerial Development C.Assessment in Supervised Training vs. Informal Mentoring 1.Supervised training and formal mentoring include: 2.Characteristics of informal mentoring include:  no specific or measurable goals  unknown outcomes II.Evaluation

73. Copyright 2004 by Larry G. Hess, Ministerial Development C.Assessment in Supervised Training vs. Informal Mentoring 1.Supervised training and formal mentoring include: 2.Characteristics of informal mentoring include:  no specific or measurable goals  unknown outcomes  limited program structure II.Evaluation

74. Copyright 2004 by Larry G. Hess, Ministerial Development C.Assessment in Supervised Training vs. Informal Mentoring 1.Supervised training and formal mentoring include: 2.Characteristics of informal mentoring include:  no specific or measurable goals  unknown outcomes  limited program structure  mentors and mentorees select each other II.Evaluation

75. Copyright 2004 by Larry G. Hess, Ministerial Development C.Assessment in Supervised Training vs. Informal Mentoring 1.Supervised training and formal mentoring include: 2.Characteristics of informal mentoring include:  no specific or measurable goals  unknown outcomes  limited program structure  mentors and mentorees select each other  mentoring is long term II.Evaluation

76. Copyright 2004 by Larry G. Hess, Ministerial Development C.Assessment in Supervised Training vs. Informal Mentoring 1.Supervised training and formal mentoring include: 2.Characteristics of informal mentoring include:  no specific or measurable goals  unknown outcomes  limited program structure  mentors and mentorees select each other  mentoring is long term  no specific training or support is included II.Evaluation

77. Copyright 2004 by Larry G. Hess, Ministerial Development C.Assessment in Supervised Training vs. Informal Mentoring 1.Supervised training and formal mentoring include: 2.Characteristics of informal mentoring include:  no specific or measurable goals  unknown outcomes  limited program structure  mentors and mentorees select each other  mentoring is long term  no specific training or support is included  the organization benefits indirectly, if at all II.Evaluation

78. Copyright 2004 by Larry G. Hess, Ministerial Development C.Assessment in Supervised Training vs. Informal Mentoring 1.Supervised training and formal mentoring include: 2.Characteristics of informal mentoring include: 3.The structure of training in MIP provides the following benefits:  enhanced ministry initiatives II.Evaluation

79. Copyright 2004 by Larry G. Hess, Ministerial Development C.Assessment in Supervised Training vs. Informal Mentoring 1.Supervised training and formal mentoring include: 2.Characteristics of informal mentoring include: 3.The structure of training in MIP provides the following benefits:  enhanced ministry initiatives  motivated learning and retention II.Evaluation

80. Copyright 2004 by Larry G. Hess, Ministerial Development C.Assessment in Supervised Training vs. Informal Mentoring 1.Supervised training and formal mentoring include: 2.Characteristics of informal mentoring include: 3.The structure of training in MIP provides the following benefits:  enhanced ministry initiatives  motivated learning and retention  produces productive leaders II.Evaluation

81. Copyright 2004 by Larry G. Hess, Ministerial Development C.Assessment in Supervised Training vs. Informal Mentoring 1.Supervised training and formal mentoring include: 2.Characteristics of informal mentoring include: 3.The structure of training in MIP provides the following benefits:  enhanced ministry initiatives  motivated learning and retention  produces productive leaders  promotes teamwork and unity II.Evaluation

82. Copyright 2004 by Larry G. Hess, Ministerial Development C.Assessment in Supervised Training vs. Informal Mentoring 1.Supervised training and formal mentoring include: 2.Characteristics of informal mentoring include: 3.The structure of training in MIP provides the following benefits:  enhanced ministry initiatives  motivated learning and retention  produces productive leaders  promotes teamwork and unity  enhances personal development II.Evaluation

83. Copyright 2004 by Larry G. Hess, Ministerial Development C.Assessment in Supervised Training vs. Informal Mentoring 1.Supervised training and formal mentoring include: 2.Characteristics of informal mentoring include: 3.The structure of training in MIP provides the following benefits:  enhanced ministry initiatives  motivated learning and retention  produces productive leaders  promotes teamwork and unity  enhances personal development  accelerates the sharing of knowledge and information necessary for ministry leadership. II.Evaluation

84. Copyright 2004 by Larry G. Hess, Ministerial Development C.Assessment in Supervised Training vs. Informal Mentoring 1.Supervised training and formal mentoring include: 2.Characteristics of informal mentoring include: 3.The structure of training in MIP provides the following benefits:  enhanced ministry initiatives  motivated learning and retention  produces productive leaders  promotes teamwork and unity  enhances personal development  accelerates the sharing of knowledge and information necessary for ministry leadership.  creates opportunity for multicultural expansion and relationship building II.Evaluation

85. Copyright 2004 by Larry G. Hess, Ministerial Development C.Assessment in Supervised Training vs. Informal Mentoring 1.Supervised training and formal mentoring include: 2.Characteristics of informal mentoring include: 3.The structure of training in MIP provides the following benefits:  enhanced ministry initiatives  motivated learning and retention  produces productive leaders  promotes teamwork and unity  enhances personal development  accelerates the sharing of knowledge and information necessary for ministry leadership.  creates opportunity for multicultural expansion and relationship building  over time, creates a mentoring culture which continuously promotes individual growth and development II.Evaluation

86. Copyright 2004 by Larry G. Hess, Ministerial Development C.Assessment in Supervised Training vs. Informal Mentoring 1.Supervised training and formal mentoring include: 2.Characteristics of informal mentoring include: 3.The structure of training in MIP provides the following benefits:  trainers and interns learn from each other II.Evaluation

87. Copyright 2004 by Larry G. Hess, Ministerial Development C.Assessment in Supervised Training vs. Informal Mentoring 1.Supervised training and formal mentoring include: 2.Characteristics of informal mentoring include: 3.The structure of training in MIP provides the following benefits:  trainers and interns learn from each other  MIP re-energizers the supervising pastor’s ministry II.Evaluation

88. Copyright 2004 by Larry G. Hess, Ministerial Development C.Assessment in Supervised Training vs. Informal Mentoring 1.Supervised training and formal mentoring include: 2.Characteristics of informal mentoring include: 3.The structure of training in MIP provides the following benefits:  trainers and interns learn from each other  MIP re-energizers the supervising pastor’s ministry  MIP promotes the unions of individuals mutually concerned about positive change II.Evaluation

89. Copyright 2004 by Larry G. Hess, Ministerial Development C.Assessment in Supervised Training vs. Informal Mentoring 1.Supervised training and formal mentoring include: 2.Characteristics of informal mentoring include: 3.The structure of training in MIP provides the following benefits:  trainers and interns learn from each other  MIP re-energizers the supervising pastor’s ministry  MIP promotes the unions of individuals mutually concerned about positive change  interns receive critical feedback in key areas II.Evaluation

90. Copyright 2004 by Larry G. Hess, Ministerial Development C.Assessment in Supervised Training vs. Informal Mentoring 1.Supervised training and formal mentoring include: 2.Characteristics of informal mentoring include: 3.The structure of training in MIP provides the following benefits:  trainers and interns learn from each other  MIP re-energizers the supervising pastor’s ministry  MIP promotes the unions of individuals mutually concerned about positive change  interns receive critical feedback in key areas  MIP develops a sharper focus on what is needed to grow spiritually and professionally within the Church of God II.Evaluation

91. Copyright 2004 by Larry G. Hess, Ministerial Development C.Assessment in Supervised Training vs. Informal Mentoring 1.Supervised training and formal mentoring include: 2.Characteristics of informal mentoring include: 3.The structure of training in MIP provides the following benefits:  trainers and interns learn from each other  MIP re-energizers the supervising pastor’s ministry  MIP promotes the unions of individuals mutually concerned about positive change  interns receive critical feedback in key areas  MIP develops a sharper focus on what is needed to grow spiritually and professionally within the Church of God  teaches specific skills II.Evaluation

92. Copyright 2004 by Larry G. Hess, Ministerial Development C.Assessment in Supervised Training vs. Informal Mentoring 1.Supervised training and formal mentoring include: 2.Characteristics of informal mentoring include: 3.The structure of training in MIP provides the following benefits:  trainers and interns learn from each other  MIP re-energizers the supervising pastor’s ministry  MIP promotes the unions of individuals mutually concerned about positive change  interns receive critical feedback in key areas  MIP develops a sharper focus on what is needed to grow spiritually and professionally within the Church of God  teaches specific skills  MIP enlightens interns about the organizational culture of the Church of God and about unspoken rules which can impact successful ministry II.Evaluation

93. Copyright 2004 by Larry G. Hess, Ministerial Development C.Assessment in Supervised Training vs. Informal Mentoring 1.Supervised training and formal mentoring include: 2.Characteristics of informal mentoring include: 3.The structure of training in MIP provides the following benefits:  trainers and interns learn from each other  MIP re-energizers the supervising pastor’s ministry  MIP promotes the unions of individuals mutually concerned about positive change  interns receive critical feedback in key areas  MIP develops a sharper focus on what is needed to grow spiritually and professionally within the Church of God  teaches specific skills  MIP enlightens interns about the organizational culture of the Church of God and about unspoken rules which can impact successful ministry  in MIP, interns find relationships with trainers and/or fellow interns where it is safe to share frustrations as well as successes. II.Evaluation

94. Copyright 2004 by Larry G. Hess, Ministerial Development III.Accountability An important part of the role of a supervising pastor is to help the intern develop ministerial competencies.

95. Copyright 2004 by Larry G. Hess, Ministerial Development A.Skills  Sermon preparation and presentation III.Accountability

96. Copyright 2004 by Larry G. Hess, Ministerial Development A.Skills  Sermon preparation and presentation  writing letters and manuscripts III.Accountability

97. Copyright 2004 by Larry G. Hess, Ministerial Development A.Skills  Sermon preparation and presentation  writing letters and manuscripts  basic computer skills III.Accountability

98. Copyright 2004 by Larry G. Hess, Ministerial Development A.Skills  Sermon preparation and presentation  writing letters and manuscripts  basic computer skills  reading and financial report III.Accountability

99. Copyright 2004 by Larry G. Hess, Ministerial Development A.Skills  Sermon preparation and presentation  writing letters and manuscripts  basic computer skills  reading and financial report  designing and maintaining a church budget III.Accountability

100. Copyright 2004 by Larry G. Hess, Ministerial Development A.Skills  Sermon preparation and presentation  writing letters and manuscripts  basic computer skills  reading and financial report  designing and maintaining a church budget  church record keeping system III.Accountability

101. Copyright 2004 by Larry G. Hess, Ministerial Development A.Skills  Sermon preparation and presentation  writing letters and manuscripts  basic computer skills  reading and financial report  designing and maintaining a church budget  church record keeping system  balancing work and personal demands III.Accountability

102. Copyright 2004 by Larry G. Hess, Ministerial Development A.Skills  Sermon preparation and presentation  writing letters and manuscripts  basic computer skills  reading and financial report  designing and maintaining a church budget  church record keeping system  balancing work and personal demands  basic counseling skills III.Accountability

103. Copyright 2004 by Larry G. Hess, Ministerial Development A.Skills  Sermon preparation and presentation  writing letters and manuscripts  basic computer skills  reading and financial report  designing and maintaining a church budget  church record keeping system  balancing work and personal demands  basic counseling skills  thinking strategically III.Accountability

104. Copyright 2004 by Larry G. Hess, Ministerial Development A.Skills  Sermon preparation and presentation  writing letters and manuscripts  basic computer skills  reading and financial report  designing and maintaining a church budget  church record keeping system  balancing work and personal demands  basic counseling skills  thinking strategically  resolving conflict III.Accountability

105. Copyright 2004 by Larry G. Hess, Ministerial Development A.Skills  Sermon preparation and presentation  writing letters and manuscripts  basic computer skills  reading and financial report  designing and maintaining a church budget  church record keeping system  balancing work and personal demands  basic counseling skills  thinking strategically  resolving conflict  equipping lay leaders and team building III.Accountability

106. Copyright 2004 by Larry G. Hess, Ministerial Development A.Skills B.Knowledge  theological concepts and principles III.Accountability

107. Copyright 2004 by Larry G. Hess, Ministerial Development A.Skills B.Knowledge  theological concepts and principles  church polity and organization III.Accountability

108. Copyright 2004 by Larry G. Hess, Ministerial Development A.Skills B.Knowledge  theological concepts and principles  church polity and organization  legal concepts significant to churches III.Accountability

109. Copyright 2004 by Larry G. Hess, Ministerial Development A.Skills B.Knowledge  theological concepts and principles  church polity and organization  legal concepts significant to churches  rules of confidentiality III.Accountability

110. Copyright 2004 by Larry G. Hess, Ministerial Development A.Skills B.Knowledge  theological concepts and principles  church polity and organization  legal concepts significant to churches  rules of confidentiality  rules of personal conduct III.Accountability

111. Copyright 2004 by Larry G. Hess, Ministerial Development A.Skills B.Knowledge  theological concepts and principles  church polity and organization  legal concepts significant to churches  rules of confidentiality  rules of personal conduct  how to moderate business meetings III.Accountability

112. Copyright 2004 by Larry G. Hess, Ministerial Development A.Skills B.Knowledge  theological concepts and principles  church polity and organization  legal concepts significant to churches  rules of confidentiality  rules of personal conduct  how to moderate business meetings  unwritten rules for success within the Church of God III.Accountability

113. Copyright 2004 by Larry G. Hess, Ministerial Development A.Skills B.Knowledge  theological concepts and principles  church polity and organization  legal concepts significant to churches  rules of confidentiality  rules of personal conduct  how to moderate business meetings  unwritten rules for success within the Church of God  principles for negotiating consensus III.Accountability

114. Copyright 2004 by Larry G. Hess, Ministerial Development A.Skills B.Knowledge  theological concepts and principles  church polity and organization  legal concepts significant to churches  rules of confidentiality  rules of personal conduct  how to moderate business meetings  unwritten rules for success within the Church of God  principles for negotiating consensus  physical and psychological conditions most frequently presented to pastors III.Accountability

115. Copyright 2004 by Larry G. Hess, Ministerial Development A.Skills B.Knowledge  theological concepts and principles  church polity and organization  legal concepts significant to churches  rules of confidentiality  rules of personal conduct  how to moderate business meetings  unwritten rules for success within the Church of God  principles for negotiating consensus  physical and psychological conditions most frequently presented to pastors  how to make counseling referrals III.Accountability

116. Copyright 2004 by Larry G. Hess, Ministerial Development A.Skills B.Knowledge  theological concepts and principles  church polity and organization  legal concepts significant to churches  rules of confidentiality  rules of personal conduct  how to moderate business meetings  unwritten rules for success within the Church of God  principles for negotiating consensus  physical and psychological conditions most frequently presented to pastors  how to make counseling referrals  how to relate to medical personnel serving church members III.Accountability

117. Copyright 2004 by Larry G. Hess, Ministerial Development A.Skills B.Knowledge  theological concepts and principles  church polity and organization  legal concepts significant to churches  rules of confidentiality  rules of personal conduct  how to moderate business meetings  unwritten rules for success within the Church of God  principles for negotiating consensus  physical and psychological conditions most frequently presented to pastors  how to make counseling referrals  how to relate to medical personnel serving church members  how to maintain credibility and integrity III.Accountability

118. Copyright 2004 by Larry G. Hess, Ministerial Development A.Skills B.Knowledge C.Attitudes  how to recognize, achieve, and maintain emotional and spiritual maturity III.Accountability

119. Copyright 2004 by Larry G. Hess, Ministerial Development A.Skills B.Knowledge C.Attitudes  how to recognize, achieve, and maintain emotional and spiritual maturity  how to deal with disappointment and betrayal III.Accountability

120. Copyright 2004 by Larry G. Hess, Ministerial Development A.Skills B.Knowledge C.Attitudes  how to recognize, achieve, and maintain emotional and spiritual maturity  how to deal with disappointment and betrayal  facing criticism and keeping focus on priorities and convictions III.Accountability

121. Copyright 2004 by Larry G. Hess, Ministerial Development A.Skills B.Knowledge C.Attitudes  how to recognize, achieve, and maintain emotional and spiritual maturity  how to deal with disappointment and betrayal  facing criticism and keeping focus on priorities and convictions  dealing with fear and anxiety III.Accountability

122. Copyright 2004 by Larry G. Hess, Ministerial Development A.Skills B.Knowledge C.Attitudes  how to recognize, achieve, and maintain emotional and spiritual maturity  how to deal with disappointment and betrayal  facing criticism and keeping focus on priorities and convictions  dealing with fear and anxiety  understanding success in life is linked to self- esteem III.Accountability

123. Copyright 2004 by Larry G. Hess, Ministerial Development A.Skills B.Knowledge C.Attitudes  how to recognize, achieve, and maintain emotional and spiritual maturity  how to deal with disappointment and betrayal  facing criticism and keeping focus on priorities and convictions  dealing with fear and anxiety  understanding success in life is linked to self-esteem  how to assess your personal effectiveness III.Accountability

124. Copyright 2004 by Larry G. Hess, Ministerial Development A.Skills B.Knowledge C.Attitudes  how to recognize, achieve, and maintain emotional and spiritual maturity  how to deal with disappointment and betrayal  facing criticism and keeping focus on priorities and convictions  dealing with fear and anxiety  understanding success in life is linked to self-esteem  how to assess your personal effectiveness  evaluating strengths and limitations III.Accountability

125. Copyright 2004 by Larry G. Hess, Ministerial Development A.Skills B.Knowledge C.Attitudes  how to recognize, achieve, and maintain emotional and spiritual maturity  how to deal with disappointment and betrayal  facing criticism and keeping focus on priorities and convictions  dealing with fear and anxiety  understanding success in life is linked to self-esteem  how to assess your personal effectiveness  evaluating strengths and limitations  how negative thoughts effect behavior III.Accountability

126. Copyright 2004 by Larry G. Hess, Ministerial Development A.Skills B.Knowledge C.Attitudes  how to recognize, achieve, and maintain emotional and spiritual maturity  how to deal with disappointment and betrayal  facing criticism and keeping focus on priorities and convictions  dealing with fear and anxiety  understanding success in life is linked to self-esteem  how to assess your personal effectiveness  evaluating strengths and limitations  how negative thoughts effect behavior  the basis of positive personal development is positive self affirmations and positive self- acceptance III.Accountability

127. Copyright 2004 by Larry G. Hess, Ministerial Development A.Skills B.Knowledge C.Attitudes  how to recognize, achieve, and maintain emotional and spiritual maturity  how to deal with disappointment and betrayal  facing criticism and keeping focus on priorities and convictions  dealing with fear and anxiety  understanding success in life is linked to self-esteem  how to assess your personal effectiveness  evaluating strengths and limitations  how negative thoughts effect behavior  the basis of positive personal development is positive self affirmations and positive self- acceptance  understand results of positive attitudes in action III.Accountability

128. Copyright 2004 by Larry G. Hess, Ministerial Development A.Skills B.Knowledge C.Attitudes  how to recognize, achieve, and maintain emotional and spiritual maturity  how to deal with disappointment and betrayal  facing criticism and keeping focus on priorities and convictions  dealing with fear and anxiety  understanding success in life is linked to self-esteem  how to assess your personal effectiveness  evaluating strengths and limitations  how negative thoughts effect behavior  the basis of positive personal development is positive self affirmations and positive self- acceptance  understand results of positive attitudes in action  develop the power of resilience III.Accountability

129. Copyright 2004 by Larry G. Hess, Ministerial Development A.Skills B.Knowledge C.Attitudes  how to recognize, achieve, and maintain emotional and spiritual maturity  how to deal with disappointment and betrayal  facing criticism and keeping focus on priorities and convictions  dealing with fear and anxiety  understanding success in life is linked to self-esteem  how to assess your personal effectiveness  evaluating strengths and limitations  how negative thoughts effect behavior  the basis of positive personal development is positive self affirmations and positive self- acceptance  understand results of positive attitudes in action  develop the power of resilience  consequences of unfulfilled needs III.Accountability

130. Copyright 2004 by Larry G. Hess, Ministerial Development A.Skills B.Knowledge C.Attitudes  developing tolerance and understanding of others III.Accountability

131. Copyright 2004 by Larry G. Hess, Ministerial Development A.Skills B.Knowledge C.Attitudes  developing tolerance and understanding of others  mental distress and the inability to forgive III.Accountability

132. Copyright 2004 by Larry G. Hess, Ministerial Development A.Skills B.Knowledge C.Attitudes  developing tolerance and understanding of others  mental distress and the inability to forgive  dealing with difficult people and negative reactions toward you III.Accountability

133. Copyright 2004 by Larry G. Hess, Ministerial Development A.Skills B.Knowledge C.Attitudes  developing tolerance and understanding of others  mental distress and the inability to forgive  dealing with difficult people and negative reactions toward you  identify your behaviors under severe distress or conflict III.Accountability

134. Copyright 2004 by Larry G. Hess, Ministerial Development A.Skills B.Knowledge C.Attitudes  developing tolerance and understanding of others  mental distress and the inability to forgive  dealing with difficult people and negative reactions toward you  identify your behaviors under severe distress or conflict  calmly face discourtesies, accusations and injustices—if you cannot usually do this, identify your common reactions III.Accountability

135. Copyright 2004 by Larry G. Hess, Ministerial Development A.Skills B.Knowledge C.Attitudes  developing tolerance and understanding of others  mental distress and the inability to forgive  dealing with difficult people and negative reactions toward you  identify your behaviors under severe distress or conflict  calmly face discourtesies, accusations and injustices—if you cannot usually do this, identify your common reactions  creative problem-solving skills which avoid indecision III.Accountability

136. Copyright 2004 by Larry G. Hess, Ministerial Development A.Skills B.Knowledge C.Attitudes  developing tolerance and understanding of others  mental distress and the inability to forgive  dealing with difficult people and negative reactions toward you  identify your behaviors under severe distress or conflict  calmly face discourtesies, accusations and injustices—if you cannot usually do this, identify your common reactions  creative problem-solving skills which avoid indecision  the motivational power of deep beliefs and purposeful attitude III.Accountability

137. Copyright 2004 by Larry G. Hess, Ministerial Development A.Skills B.Knowledge C.Attitudes  developing tolerance and understanding of others  mental distress and the inability to forgive  dealing with difficult people and negative reactions toward you  identify your behaviors under severe distress or conflict  calmly face discourtesies, accusations and injustices—if you cannot usually do this, identify your common reactions  creative problem-solving skills which avoid indecision  the motivational power of deep beliefs and purposeful attitude  happiness and success come from having dreams and working to make them come true III.Accountability

138. Copyright 2004 by Larry G. Hess, Ministerial Development Conclusion The MIP training process is unique and life- changing. It does include key components of mentoring, but goes far beyond modeling, monitoring, and motivating. The MIP training process is tough and requires great discipline and commitment on the part of the interns. MIP is about growing and building strong relationships where people are empowered to serve and to trust with passion and a clear vision.