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
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.
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.
Few of us are ready for a death—whether it’s our own, someone’s we love, or the death of an institution like our church. When we see death on the horizon, we tend to clutch at whatever we can, blaming others for our loss and strategizing about how to postpone or prevent the end. But in our effort to avoid suffering, we may be disregarding some deep truths of our faith—that nothing created lasts forever, that fear and worry may be natural but are not necessary, and that letting go is possible.
It is a truth all but universally acknowledged—especially in small congregations—that whoever does the work should call the shots. Musicians are responsible for music, educators manage children’s programs, activists organize for social change. In the chancel, everyone defers to the altar guild. The underlying principle is clear: “Those with know-how should decide-how!”
But sometimes we go even further and let people who know how also decide what the congregation should be trying to accomplish. I want to propose an improved rule: “Those with know-how should decide-how, but everyone should have a voice when we decide-what.”
The “Great Resignation” dominated articles regarding workplace trends for much of the pandemic. Frontline workers in high-stress occupations like hospitality, health care, and education were particularly likely to walk off their jobs. Clergy joined the trend, with nearly 40% of pastors confessing in late 2021 that they would seriously consider leaving full-time ministry.
But while The Great Resignation attracted much attention, a less obvious trend, “Quiet Quitting,” may prove to be more durable. Quiet Quitting, sometimes known as the “Great Disengagement,” occurs when employees resolve to do what they are required to do—but decline to “go above and beyond.” A worker who is Quiet Quitting may appear to be productive, but their productivity is apt to stagnate over time. In schools and universities, teachers and professors bemoan the phenomenon of disengaged students. Quiet Quitting has its religious counterpart as well, as the proportion of Americans who report they “never attend religious services“ jumped from 25% pre-pandemic to 33% more recently.
Why would anyone devote time, money, or energy to a congregation when they could go for a walk in the park, spend time with family, watch a child play soccer, or make a piece of art? What is it about some congregations that makes people choose them over so many other options? What makes a congregation unique?
The most lasting legacy of the Covid epidemic may not be the new ways people can show up, important as those are. The most lasting legacy may be new ways of thinking about when and whether to show up. For congregations, the era of attracting people by low expectations may have come to a belated end.
