The Congregational Consulting Group, organized in 2014 by former consultants of the Alban Institute, is a network of independent consultants. We publish PERSPECTIVES for Congregational Leaders—thoughts on topics of interest to leaders of congregations and other purpose-driven organizations. — Dan Hotchkiss, editor
Dan Hotchkiss 
Criticism: it’s ubiquitous in congregations. No matter how we leaders pretzel-twist ourselves to please people, we fall short—and there are always helpful, caring people who will take the time to tell us so!
The worst thing we can do is overreact. Whether by proclaiming innocence or by fighting criticism with more criticism, leaders who respond too strongly only up the emotional ante. That’s why underreacting is a key skill for every leader.
There’s no reason to expect scientists to be especially good at telling people what to do about an epidemic. The Centers for Disease Control and Prevention (CDC) has done a great job of learning about viral transmission and evaluating treatments and vaccines. In front of the microphones, they’ve scored a B+ at best. Their main …
Leaders of small congregations often say, “We can’t afford to hire as many people as we need.” Leaders of large congregations say the same thing! If your vision is ambitious, you will always need more staff than you can afford, no matter what resources you have at your disposal. Fortunately, there is another way.
“Plans are worthless, but planning is everything.” This military paradox, memorably stated by President Dwight Eisenhower, is particularly salient for congregations in this moment. So much has changed, so much is changing. Planning can seem useless when we are so likely to be forced to lay our plans aside and improvise. Some say the world is changing so fast that “planning” is outmoded altogether.
I disagree.
When I was a young seminarian, I worked in a factory that made doorknobs for historic buildings. In class I studied new, improved ideas about faith and life. At the W.C. Vaughan Company—working with Joe, Homer, and Fred—I learned to value what my elders had to teach.
That was more than forty years ago! Today pastors often ask me, “What should I do about the Elders?” They’re talking about the old guard—longtime and former leaders. Different congregations call them Deacons, Past Presidents, the Women’s Fellowship, or something else. Sometimes Elders have no formal name at all—but rest assured, if your congregation has existed for more than a decade, they do exist! Like Joe, Homer, and Fred, they can be challenging, but have a lot to teach.
I used to run laps—now I am more apt to walk. Either way, I find that if I can muster the will power to begin, I can almost always finish the first lap. But if the loop is too short for a full run, I’m faced with a decision: should I quit or start my second lap? Lap number two is where adrenaline leaves off and perseverance gets its test. As we move out of 2020 into 2021, clergy and lay leaders face the challenge of rekindling energy for a year of new and different challenges.
This is an updated version of a diagram in Governance and Ministry: Rethinking Board Leadership, 2d ed., page 118: A key annual event is the board’s planning retreat. The senior clergy leader always participates, and depending on the planning focus in a given year, the board invites others to participate as well. The retreat agenda …
