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
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.
Remote work and hybrid work arrangements can be complicated. Who gets to decide how much time employees spend in the office? Is it discriminatory to allow some to work remotely while requiring others to work on site? How do we know if remote workers are being productive? It’s time to push pause, review our practices, and establish new policies.
Many pastors and leaders know that one of the biggest sources of conflict and decline in long-established congregations is the lack of a clear sense of purpose and direction. Not being clear is quite costly for congregations. Without direction and purpose, most congregations deteriorate into social clubs where participants compete to get their individual wants and preferences met.
The good news is that many congregations have successfully taken on this challenge. It takes time and sustained attention to this work, but the rewards are enormous. My colleague David Brubaker has made some concrete suggestions in his article “Who are We and Why are We Here?” Congregations that shift their culture and grow in vitality focus on fulfilling their core purpose. Successful congregations keep the main thing the main thing.
It is no secret that a growing number of clergy are leaving the vocation. In this regard, the church is following trends in the secular world where “The Great Resignation” has been going on since Covid appeared (and probably even before then). Though the trend may be slowing, as articles in the New York Times and elsewhere detail, tens of millions of people in the U.S. have changed jobs over the last two years alone.
For clergy, many factors, including the high stress of the Covid period, drive decisions to leave the profession. Most clergy enjoy interaction with people in general, and their congregants specifically. During Covid, such interaction was limited. Especially for those uncomfortable using technology for virtual conversations and meetings, it was a very tough time, causing many clergy to question their calling.
Every one of us has a unique identity. As James Taylor said in an Instagram post about Jimmy Buffett’s death, “We all … invent, assemble, inherit, or fall into our inner identity.” One important source of identity is our associations—the social groups we join, including congregations. It’s important to appreciate new forms of association that are emerging in our time.
When I speak or teach about my book Governance and Ministry, someone almost always says, “That’s all well and good for large congregations with a lot of staff. But we are small. Our board would love to delegate, but there is no one they can delegate to.”
