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
If ever there was an election with a clear message to the mainline churches, it has been the election of November 2024. To me, the message is: Church, get back to your core competencies, core mission, core message. Young people, especially, are already trying to improve the world. They need our help creating a theological and spiritual foundation for work they are already doing!
While many people seek out like-minded gatherings to avoid conflict, my experience as a consultant over the last 14 years tells me there is a large marketplace of people who prefer gatherings of people with diverse viewpoints who can discuss issues without screaming at each other. By creating diverse congregations, we have an opportunity to lead society out of its current polarized condition, rather than reflecting it ourselves.
If your congregation wants to grow, as most congregations today probably do, and if you think the best way to grow is to attract young adults and families with young children—because “young people are the future”—I have a few things I want you to know.
The Nones are in the news and have been for a while. “Nones” are people who, when pollsters ask for their religion, say “None.” Nones used to be a tiny group, but now None is among the top three answers, alongside Roman Catholic and Evangelical Protestant. The rise of Nones reflect a cultural shift that can feel threatening, especially to Mainline Protestants, whose numbers have declined as Nones’ have risen. But for leaders who can listen sympathetically and respond flexibly, Nones may offer opportunities as well as threats.
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?
Most of us who do church work are familiar with the notion of the congregational lifecycle. It’s a bell-shaped curve: starting at the left with birth, congregations move through formation to reach peak stability. Then they start to move back down toward decline and ultimately death—unless we do something to change the curve.
Some of the congregations I interact with are growing, but most are in decline. Membership, attendance, energy, enthusiasm, and financial support shrink slowly over time. Some of these declining congregations—the ones who think they can’t be a church without their building, for example, or who want to keep doing exactly what they’ve always done but hope that someone else will step up to take over the work—leave me praying for a quick end. But others—the easygoing ones that are adaptable, kind to each other, and generous with their neighbors—are a delight.