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
Chaos is a natural by-product of innovation. Innovation happens best in conditions of upheaval, disturbance, and dissonance. However, people expect their leaders to keep things calm, predictable, and orderly. How do we coax order out of chaos without squelching innovation?
Years ago a bright Yale student asked me how I would describe the difference between a church and any other charitable group. I gave the sort of answer I imagine many of us might give. I emphasized the church’s unique life-transforming mission and its special responsibility to transmit precious traditions across generations.
It was a good answer, but today I am afraid I’d have to add that of all nonprofits, congregations—and especially mainstream, relatively liberal ones—are among the most cautious and least willing to accept risk in order to fulfill their mission. We’re not alone. Many sleepy charities, government agencies, and old-line businesses also avoid risk. But where risk is concerned, many congregations fall into the slow group.
How does a leader say, “I don’t know what to do next,” without seeming indecisive?
Talking openly about occupational subcultures helps make board conversation richer and more fruitful.
Whether the bully is the clergy leader or a lay member, it is essential that members intervene.
In a liminal season, it simply is not helpful to pretend we understand what needs to happen next. But leaders can still lead.
In the wake of the 2019 United Methodist General Conference, I want to share some common patterns and feelings that you may recognize in yourself or others, as well as some suggestions for healthy ways to channel energy.