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
Have you ever thought of trying congregational consulting? Lots of people think of this—and for most, the fancy passes. But if you have energy, the right experience, and strong speaking and writing skills, consulting could be a good sideline, or even a career, for you. I’d like to share some tips and principles that have helped make consulting work for me.
Most churches of any size have a process for saying “yes” to a set of goals we believe are in response to God’s call, whether that call be to grow in size or grow in the Spirit or to be more active in the community. But when we say “yes,” do we say it like we mean it? Or do we approach our goals as if they were New Year’s resolutions—expendable as soon as we get tired or busy or bored?
In my non-profit work, the answer was clear. When we set goals, we meant it! Goals adopted by the board were commitments, expected to be executed by me and the staff unless the board subsequently made a different decision.
Most congregations have ideas about how they’d like to innovate. However, things fall flat when it comes to recruiting volunteers to carry out those ideas. Discover how you can strengthen the practice of influence, ethically persuading others to invest time and energy in a new idea. If you follow the right principles, more volunteers will say yes.
In my fifty years of ministry, I have never seen so many opportunities for the church and clergy as I see today. Indeed, I am jealous of those of you who have the opportunity to pastor in the current environment. My belief in the opportunities in no way discounts or downplays the huge challenges to ministry today. I detailed some of those challenges in Part 1 of this two-part piece. But in this time of instability, the church is ready for innovation.
Most of my congregations—both my clients and the small, rural churches for whom I preach—worry that their beloved church will not survive. But I keep working with them because, even as they age and their numbers dwindle, they surprise me with their capacity to adapt and innovate. In spite of everything, God’s church keeps showing up.
Grand visions have their place, as does strategic planning. But before a congregation can think freely and creatively about the future, it needs to believe it has what it takes to carry out whatever plans it makes. For a quick boost to congregational self-confidence, there’s nothing like succeeding at a project. So if your congregation needs its mojo boosted, it might be time to brush up your skills at leading projects.
In the life of every congregation, problems will eventually surface. Such challenges may involve disagreements and conflict, genuine harm, or more serious allegations of misconduct. Pairing the process with the problem requires discernment about the nature of the problem, as well as a suite of relevant processes. An effective response may also require the involvement of the local judicatory and/or outside mediation or consultation.
