As an advocate for using teams to carry out the work of a congregation and for eliminating as many committees as possible, I often get phone calls like this: “John, we read your book and decided to move from a committee-driven to a team-driven organization. But it hasn’t gone smoothly!” If I or other advocates […]
Author Archive | John Wimberly
by John Wimberly on June 26, 2017
Many congregations think the answer to their problems is a superstar—a charismatic senior pastor, a superb musician, or a Pied Piper youth director. Research on teams reveals a deep flaw in such thinking, and congregational leaders are well advised to pay attention to the data.
by John Wimberly on May 22, 2017
As a baby boomer, I am disappointed by church members in my generation who, all too frequently, dismiss millennials and others who describe themselves as “spiritual but not religious.” It is a theme I hear constantly in my consulting practice. “Why focus on them when they have already told us they are spiritual but not […]
by John Wimberly on February 27, 2017
Howard Schultz, CEO of Starbucks Coffee, believes the key to the company’s success is not the coffee but “the Starbucks experience.” A visit to Starbucks is a sensory event filled with smells, sights, and sounds—from the aroma of fresh ground beans to the greetings from the staff, from the names of drinks and sizes of […]
by John Wimberly on January 16, 2017
I want to suggest “rootedness” as a potential brand or image for congregations. In a highly mobile, rapidly changing society, who isn’t attracted to the idea of being rooted instead of rootless?
by John Wimberly on November 21, 2016
In strategic planning, congregations think a lot about their “brand.” What do people think of when they drive by or hear the church’s name? Do they associate the congregation with great music, inspiring preaching, effective social justice work, quality day care, or self-help group meetings? Lately, I have been recommending to my clients a brand […]
by John Wimberly on October 24, 2016
In the church, we tend to think of strategic planning as involving a time frame of three to five years. That is a reasonable time frame for most plans. However, the church also needs an entirely different form of strategic planning that looks ahead 10, 20 or more years.