This fall many congregations are trying to assess their level of health and vitality. Leaders wonder why some people have returned and re-engaged, and others have not. Some congregations did well in the pandemic, while others seemed to lose all of the air out of their balloons. One large-church pastor said, “I feel like I am leading a very different congregation than the one I was serving back in 2019.” While Covid still spreads, folks have moved on with their lives. Church is back in business, but it is still a perplexing time.
PERSPECTIVES articles
Sustainable Change Comes from Within
By middle age, most of us realize the futility of efforts to force another person to change. Efforts to transform another human being—spouse, partner, friend, colleague, or child—generally shatter on the rocks of a simple reality: sustainable change comes from within.
For congregational leaders and consultants, this principle mandates doing change with people rather than to them. Pressure from the top or from outside may accomplish short-term adjustments, but long-term change comes from within.
Covid Policy for the Long Run
For reasons too familiar to go into, leaders in the political and public health realms have become allergic to pandemic mandates. Rules became advice, advice became guidelines—leaving leaders of school districts, universities, and congregations to make decisions based on gut feelings and political alignments. Community leaders need a firmer way to ground their Covid policies in science.
Realigning Pastors’ Time Post-Covid
As I talk with pastors, it is clear that many of them are not going back to their pre-Covid time schedules. They are reallocating time spent on worship, education, governance, mission, and administration to align with new, post-Covid realities. Some are doing this intentionally; others are just winging it. As a rule, intentionality will bring better results than winging it!
Making Staff Evaluation More Engaging
I still dread performance management, especially annual evaluation of staff. I’ve built a structure that makes evaluation conversations doable, but they still make me so anxious that I want to run away and hide. Recently, Frederick Buechner collided with Harvard Business Review in my morning brain, and I started to wonder about adding a new question to the evaluation process—Should we alter course?—that could draw me out of my anxiety into a richer and more meaningful evaluation conversation.
Hoping for a Robust Return
There is good reason to be optimistic about the start of this program year. People are back from a summer of traveling and reconnecting with loved ones. Staff are rested and brimming with new ideas. Many children have been vaccinated, and a more predictable school year seems likely. We are coming out of pandemic mayhem. However, a more robust start up to the new program year is not a signal that we have arrived at “the” new normal. We are still in a liminal season—and need to lead accordingly.
Is “Contemporary Worship” Contemporary?
When I urge congregations to develop strategies to engage Millennial and Gen Z generations, someone inevitably says, “Maybe we should start a contemporary worship service to attract them.” The problem is: nothing in my research or experience leads to the conclusion that contemporary worship will attract younger generations. Indeed, is what we call contemporary worship even contemporary?