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
Susan Beaumont Terminating a staff member is difficult under the best of circumstances. When the congregation gets reactive in response to the termination, leadership becomes especially tricky. Five guiding principles can help you navigate the turbulence than follows a dismissal.
Part-time employment relationships are on the rise. Many congregations are converting full-time positions into part-time roles due to declining budgets and the rising cost of benefits. Part-timers offer many advantages to a staff team, but they also pose unique supervisory challenges.
A pastoral transition is announced. One era of leadership winds down as the promise of a new one beckons. People are naturally drawn to the excitement of beginnings; however, a healthy beginning with a new pastor depends on a good ending with the exiting pastor. The problem is, people avoid and minimize the losses associated with endings.
In our culture, power accrues more easily to men than women, so women need to be especially savvy about how to use their power. But instead, women leaders often undermine themselves.
“My worry is that I am not relevant.” I asked fifty denominational leaders to share their deepest worries, and only one brave soul had raised his hand. “No matter what I do,” he said, “the church is likely to continue its decline. My deepest worry is that I have chosen to invest my life in something insignificant—that my vocation has become irrelevant.”
The change of a calendar year suggests inspiration. The old year with its depleted reserves is behind us. For leaders especially, the new year calls forth optimism and imaginative beginnings—or it should. But what if you just feel empty? What can you do when fresh vision eludes you, when you have lost capacity to dream on behalf of the congregation you serve? Is it time to leave, or is there a way to recapture the passion and vigor of new perspectives?
Performance management conversations are inherently difficult. It is just hard to talk with another about failed expectations. When the supervisor and employee don’t share similar cultural backgrounds, these conversations can be treacherous.