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
by W. Craig Gilliam
For the past year, I have been working with a group exploring the components of leadership and conversation. I believe good leadership involves courageous, honest conversation with self, others and God, thus, conversational leadership. In this article, we will discuss 7 components of conversational leadership that cultivates healthy congregations.
by Susan Beaumont
You are clear about the changes needed in your congregation, and you are confident in your ability to execute the change. You are not certain that you have the influence needed to overcome change resistance. This is the fundamental dilemma of every leader, especially those new to an organization.read more…
While the great religious traditions teach the importance of compassion and reconciliation, what is often missing among the adherents of those traditions are practical ways of embodying compassion and striving for reconciliation. Restorative practices are increasingly being appropriated in local congregations as they offer effective mechanisms for compassionate communication and restoration of relationships.
by John Wimberly
Many congregations are stuck. Despite their members’ sacrifices and love, they just don’t seem to change. The same problems—building issues, financial problems, the same group doing all the work—seem impossible to solve. The intractable nature of these problems sucks the joy out of ministry. What should be energizing becomes energy-draining. What should put wind in the sails of members’ lives becomes a drag.read more…
by Sarai Rice
As I remember it, the first time I visited Ed in the nursing home, his bed included some kind of sling apparatus that helped the staff get him up and out of bed. I don’t think I ever saw it used, but it was certainly clear that he didn’t get out of bed often. He also didn’t respond very much when I talked with him, even though the family had assured me that he was still quite mentally sharp.
We aspire to build staff teams of competent, motivated individuals who work in dogged pursuit of a clearly articulated vision. What most of us have are teams with some outstanding staff and some not so outstanding staff, working side by side towards a vision that seems clear, on some days.
by Sarai Rice
“I promise that no one will lose their job unless they really mess up.”
I’ve heard these words, or something like them, twice in the last ten days—once from the chair of a large congregation’s personnel committee and again from the executive director of a social services non-profit created through the merger of two other organizations.
These words scare me.
