Core Team Key Principles
1. The End in Mind
In Stephen Covey’s book *‘Seven Habits of Highly Effective People’*, one habit he identifies is to approach life with the end in mind.
When we lift our horizons to an eternal perspective, priorities shift and we understand differently. Effective people are always on a mission.
This mission is eternal and everyday for Christians. Our enduring organisational vision is to proclaim Jesus through the arts, which still won’t be ‘completed’ a thousand years from now. That informs all we do now.
But equally we have day-to-day responsibilities which are done with the end in mind. For instance, when our vision is preaching Christ, we ask that people pray for our events and rehearse to the glory of God.
It makes us better labourers when we know why we do tasks and are willing to see them through to the end. On a more granular level for instance, we ask that members stay until the end of events to pack down, because it is only the end once everything is packed away.
By working with the end in mind, everything we do from the magnificent to the mundane is done to the glory of God.
2. Servant Leadership
"For despite being in very nature God, he emptied Himself and made Himself nothing…suffering death, even death on a cross. Therefore God exalted Him to the highest place." - Philippians 2
Jesus walks the path every Christian must follow: to deny themselves now for the sake of something greater. This is the daily pattern, not a one-off moment or something we do when we feel like it. We constantly must exalt Christ and deny ourselves, because only through that do we build something worth keeping.
Following Christ's Pattern
We follow the pattern of Christ, in every way. The higher we go, the more we empty ourselves. If Christ's divinity meant he gave himself up completely, he shows how leadership is synonymous with service, so that the more responsibility we take the more we must empty ourselves.
Humbling Ourselves
We also must be willing, whatever our position, to humble ourselves to others, and not think we are above command or correction.
A Note On Hospitality
Do to others as you would have them do unto you. The so called 'Golden Rule' is there as a sure litmus test of any action, because we know exactly how we want to treat ourselves - it is our tendency to treat ourselves very well! Sometimes that is directly at the expense of others (commission), sometimes just without considering others (omission).
At AChA we want to see with the eyes of Jesus, who always made time for others, had compassion on them, addressed their needs, and spoke to them in their sorrow.
Practical Implications
Noticing
We want our default position to be one of noticing, and loving, whether that's a bench that needs tidying away, brewing the kettle for teas, asking someone how their day was, or ensuring you've properly rehearsed for the sake of everyone else.
Helping
Asking how we can help each other ensures we are more than the sum of our parts, because it creates a community tied by mutual affection.
We can light up other people’s days with thoughtfulness and proactivity; even small gestures go a long way and resist our individualised culture. This might look like distributing sheet music to every member, not just taking one yourself, or it might be offering tea to the whole team.
3. 'Who's After Me / Who's Next?'
**Paul** repeatedly encourages the churches to which he's writing to follow *his example* as an older, wiser Christian. While *Jesus* is set before us as the perfect model, Paul knows that the **Christian life** relies on the **example of those immediately around us**.
**Learning from people we know** is one of the *surest ways to grow in godliness* and grow closer to someone. That might be an **older mentor**, a **minister**, or a **wise friend**.
Equally, walking *alongside* these people and serving them is what *Christ* calls the **community of believers** to do, as we overflow with **love for each other**.
Finally, that means we should be seeking to **instruct and disciple those who might look up to us**. *Jesus* warns against leading other believers into stumbling; the flipside is that we can lead other believers into more *grace* and *fulness of life* through our **example**. The one guarantee is that our **behaviour will be influencing other people**, *one way or another*!
Wherever you are on this spectrum, we'd love you to take one more step in a direction towards **discipleship**, ultimately asking: *Who's next?*
1
1
**Find a Mentor**
This demands some *self-reflection*. Where are you in your **spiritual walk**? Do you have mentors to whom you can turn, or who have taught you the fundamentals of living as a Christian in the world? If not, **PLEASE seek one out** through AChA or beyond; we'd love to help and that is a big part of what AChA exists to do.
2
2
**Walk Alongside Others**
Similarly, if you are on the fringes or you don't feel you know others well enough to walk alongside them, we'd invite you to **invest the time and energy**. We count on **engaged core members** to promote our values and welcome generously.
3
3
**Mentor Someone**
Finally, if you think you are a mature Christian living out their faith, why not **seek out someone younger** and/or less mature in their faith and give them **intentional support**? It could be through a regular catch-up, or as simple as seeking them out to ask how their day was before rehearsal starts.
4. 'Who Knows This?'
When working in a team your actions have a much wider impact, particularly when it comes to events.
Therefore we want to encourage a culture of considering implications before action is taken. If and when decisions are made, ask yourself who this might affect, who should know about this, and ultimately whether it is the right decision given the implications.
For instance, if you take a box of decorations and put them out the way so no-one trips, let one or two others know where you’ve put them, and consider when/where they will be needed before they go too far out the way.
Assume people won’t know what you’re doing and share more than feels necessary, so that the right people are well-informed on the right topics, by the right time.
Therefore we want to encourage a culture of considering implications before action is taken. If and when decisions are made, ask yourself who this might affect, who should know about this, and ultimately whether it is the right decision given the implications.
For instance, if you take a box of decorations and put them out the way so no-one trips, let one or two others know where you’ve put them, and consider when/where they will be needed before they go too far out the way.
Assume people won’t know what you’re doing and share more than feels necessary, so that the right people are well-informed on the right topics, by the right time.
5. Radical Openness & Curiosity
A culture of curiosity sits between the extremes of snap judgements on one hand, and unthinking obedience on the other.
We want curious team members who question why things are done the way they are, avoiding assumptions in any direction. By pausing and being curious you might discover an answer you didn’t expect, or you will speak with an open mind towards the issue and the person.
On the flipside, curiosity means asking why things are done the way they are rather than following blindly, and we need curiosity from each member to improve what we do.
Curiosity is the foundation of good relationships too; curious people ask questions and want to find out more about people, again instead of making a quick judgement or not thinking at all.
We want curious team members who question why things are done the way they are, avoiding assumptions in any direction. By pausing and being curious you might discover an answer you didn’t expect, or you will speak with an open mind towards the issue and the person.
On the flipside, curiosity means asking why things are done the way they are rather than following blindly, and we need curiosity from each member to improve what we do.
Curiosity is the foundation of good relationships too; curious people ask questions and want to find out more about people, again instead of making a quick judgement or not thinking at all.
For every observable event, fact or occurrence, whether on an organisational or individual level, there is always something to be curious about.
6. Considering the Whole Picture
AChA is more than the sum of its parts. It cannot run without the collected input of its members, which together make something so much more than the individuals.
We are therefore seeking a proactive attitude from members who look beyond themselves or even their particular team, and work in the best interests of the whole AChA collective.
This means recognizing that every role, every task, and every individual contribution, no matter how specialized, plays a *vital part* in the larger ecosystem of AChA. When we collectively commit to a vision that transcends individual achievements, we unlock a powerful synergy that propels us forward.
Practically, this translates into several key behaviors. For instance, if you observe a challenge in another team that you have the skills or knowledge to help with, a "whole picture" mindset encourages you to *offer support proactively*, rather than waiting to be asked or assuming it's not your responsibility. Similarly, when developing new initiatives or making decisions within your immediate sphere, we encourage you to *consider the ripple effect* across other departments or the broader community. Asking yourself, "How might this impact others in AChA?" or "Could this solution benefit another team if adapted?" helps foster this broader perspective.
Furthermore, working for the collective good involves actively participating in and contributing to our shared community. This could be through sharing best practices learned in your team, mentoring newer members, or simply celebrating the successes of others as if they were your own. Such actions build a foundation of *mutual respect* and *shared responsibility*, creating an environment where everyone feels supported and valued. It ensures that AChA not only achieves its objectives but also thrives as a cohesive, resilient, and truly interconnected collective, ultimately making our impact *far greater* than what any single individual or team could accomplish alone.
We are therefore seeking a proactive attitude from members who look beyond themselves or even their particular team, and work in the best interests of the whole AChA collective.
This means recognizing that every role, every task, and every individual contribution, no matter how specialized, plays a *vital part* in the larger ecosystem of AChA. When we collectively commit to a vision that transcends individual achievements, we unlock a powerful synergy that propels us forward.
Practically, this translates into several key behaviors. For instance, if you observe a challenge in another team that you have the skills or knowledge to help with, a "whole picture" mindset encourages you to *offer support proactively*, rather than waiting to be asked or assuming it's not your responsibility. Similarly, when developing new initiatives or making decisions within your immediate sphere, we encourage you to *consider the ripple effect* across other departments or the broader community. Asking yourself, "How might this impact others in AChA?" or "Could this solution benefit another team if adapted?" helps foster this broader perspective.
Furthermore, working for the collective good involves actively participating in and contributing to our shared community. This could be through sharing best practices learned in your team, mentoring newer members, or simply celebrating the successes of others as if they were your own. Such actions build a foundation of *mutual respect* and *shared responsibility*, creating an environment where everyone feels supported and valued. It ensures that AChA not only achieves its objectives but also thrives as a cohesive, resilient, and truly interconnected collective, ultimately making our impact *far greater* than what any single individual or team could accomplish alone.
7. 'Make It Better' Approach
Our collective journey at AChA is not merely about maintaining the status quo, but about a relentless pursuit of excellence and continuous improvement. This principle encourages each team member to look beyond the immediate task and actively seek ways to enhance processes, performances, and overall impact. It’s about a proactive mindset that asks: "How can this be done more effectively, more beautifully, or more meaningfully?"
Enjoy a creative freedom in this area too; if you think the whole organisation is lacking something, start it! If you want to organise drinks after a concert night, please do! The more members think in terms of the AChA collective, the more of a community will be formed.
Making it better involves thoughtful reflection, constructive feedback, and a willingness to innovate. Whether it's refining our musical arrangements, streamlining event logistics, or improving internal communication, every small enhancement contributes to a stronger, more vibrant AChA collective. This isn't about striving for unattainable perfection, but rather fostering a culture of growth, learning, and shared responsibility in elevating all that we do.
Embracing this ethos means we are all invested in refining our craft and our community.
Observe & Identify
Actively seek out areas where improvements can be made, from minor tweaks to significant overhauls.
Suggest & Collaborate
Share your insights and ideas constructively, collaborating with others to find optimal solutions.
Implement & Act
Take the initiative to put improvements into practice, being mindful of their wider implications.
Review & Refine
Assess the impact of changes, learn from outcomes, and continually seek further enhancements.