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
How can congregational leaders make needed changes without incurring wrenching conflict? In my previous post, Why Lone Rangers Always Fail, I stressed the importance of leading change as part of a team. While leading change as part of a Team is the first ingredient in successful change, it is not sufficient. Today I want to add three more ingredients to the mix.
“I Love My Church.” It was the slogan for a capital fund drive at the little church where I belong. I turned to our treasurer, sitting in the pew behind me—he is, like me, a bit of a grump—and said, “I have mixed feelings about my church. What should I do?” To my great pleasure, he replied, “Get over it. Give money anyway.”
That’s the spirit! A church is more than a buyer’s club, a co-op that delivers maximum religious benefit to members at the lowest cost. A good congregation puts its shoulder to a bigger wheel: transforming lives in ways no one can predict, in harmony with the congregation’s purpose. Our success is measured by the good we do, not by how satisfied we are.
I consult mostly with congregations of the former Protestant mainline. Occasionally someone asks why I continue with this work when it seems so clear that the end is coming—not just for these congregations but for their denominations as well. I agree that the end is coming—not of ekklesia, only of the form of congregational life so many of us grew up with. Embedded in that form are bits of our life together that I am convinced we and God can use to create something new if we allow ourselves to play.
Many are turning to planning now, trying to coax order out of the chaos. It would be lovely if planning resolved liminality. It doesn’t.
Plans create an artificial sense of control, but they cannot resolve the deep disorientation of a liminal season—a season in which something has ended but a new thing is not yet ready to begin. In fact, the wrong plan will distract you from the innovation needed to thrive in the next chapter.
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.
The beginning of the pandemic was overwhelming, but our focus was clear—figure out how to worship, connect, and teach in an online environment. The boundaries marking what we could not do provided clarity. Now, in-person engagement is returning and we face another kind of overwhelm—too many options. How do we make choices when some boundaries have been removed, but not everything is possible? To meet the needs of this season, we must help our leaders shift out of decision-making mode and into a discerning mindset.
A congregation I love is in the throes of recasting itself.
It has known who it is for decades—a healthy, largely well-to-do mix of young and old members who have learned from each other and loved each other while worshipping in a traditional form and leaning in a progressive direction. But now this solid, celebrated congregation is not working as well as it used to. Attendance was down even before the pandemic, the number of giving units is down, there are fewer young families, and of course no one knows whether people will return post-COVID. Members are beginning to sense that something must change.