administration Archives — Congregational Consulting Group

Know-how and Decide-what

clay figure of Albert Einstein — Andrew George on Unsplash

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.”

Managing Membership and Financial Data in the 21st Century

by John Wimberly

Man looks at graphs on computer screen — Photo by Chris Liverani on Unsplash

Wherever I go in my consulting work I ask, “How do you keep track of membership and financial data?” More times than not the answer is, “We use (whatever software vendor) but it doesn’t really work all that well for us.” Since managing financial and membership data effectively is crucial, how can we avoid this all-too-common problem in the lives of congregations?

Teams: Not Easy, Just Necessary

by John Wimberly

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 of teams created the impression that moving to teams is an easy transition, I apologize. The change to teams is not easy, but it’s necessary.

Handling the Hum of Bright Ideas

by Dan Hotchkiss

When someone gets a new idea in your congregation, whom do they call? The clergy leader? A board member? The front-line office person—the executive director, secretary, or administrator—often manages the incoming stream of helpful hints, complaints, requests, suggestions, and reform proposals. The flow of bright ideas is a sign of life, part of the background hum of a healthy congregation.

Aligning our Congregational Systems

by David Brubaker

I’ve consulted with about 100 congregations and other organizations in the last 27 years, and in the last five years I’ve noted a distinct trend. Congregational and other organizational leaders used to contact me with a vague request for mediation or consulting services because “we have a conflict and we need help to resolve it.” In recent years, however, leaders have been much more likely to specifically request strategic planning or structure review processes—and often both together. I’ve experienced this shift as an encouraging move towards proactive rather than reactive intervention processes in congregations and other organizations.

The Self-Organizing Congregation

by Sarai Rice

Most congregations occupy buildings. They gather for meetings around long or round tables in the library or parlor. They worship in the sanctuary. They learn in classrooms. And when they want to eat, they organize in the kitchen and sit together in the fellowship hall. Their buildings have been designed for these kinds of activities, and these activities are shaped by their buildings.

Succeeding in a Paid Position

by Dan Hotchkiss

Each year, thousands of musicians, educators, clergy, office workers, and custodians start new jobs in congregations. If all goes well, the new staff member will eventually become an energetic, well-respected, and productive member of the team. The staff member helps to make this happen, but so do the governing board, the head of staff, and other supervisors. I will share some thoughts first for the top leadership, then for the new staff member directly.

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