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
David Brubaker 
Pastor Bethany feels like a punching bag. For the past decade her denomination has held wrenching debates at its national conference about how to respond to individuals in same sex relationships who desire to be ordained to ministry, and members of her congregation are increasingly losing patience with the “dialogue.” Polarization has set in and Pastor Bethany feels trapped in the middle.
by David Brubaker
Much of the current literature on congregations focuses on why and how congregations must change. On the ground, we celebrate congregational leaders who are able to “revive a dying church” or “grow a struggling synagogue.” And those of us who work with congregations are often called in to assist in designing or implementing a change process. In a time of dramatic changes in our congregational environments, skilled agents of change (both internal and external) are indeed sorely needed.
Think about some of the major decisions you’ve made in your life—whom to marry … or not; whether to have children … or not; where to attend university … or not; what congregation to attend … or not; what profession to pursue; and where to retire. From the day we can think independently until the day we stop doing so we constantly make choices and decisions. “Life is the sum of all your choices,” said the French philosopher Albert Camus.
Now think about how you made those major decisions. Did you gather information before deciding? Did you consult with certain trusted individuals? Did you pray about it? Whether as an individual, a family, or a congregation, how we go about making decisions will largely determine the quality of those decisions. Process matters as much as outcome primarily because the process that we use tends to shape the outcome.
by David Brubaker
Since every congregation occupies a spectrum of beliefs and values, all congregations experience conflict. Most manage their differences with grace and respect, while others—with no greater disagreements—blow apart. Why do differences tear some congregations asunder, while most manage them with relative aplomb? (read more)
by David Brubaker
I love being part of a “church family.” It feels warm and comforting, and I look forward to seeing my spiritual “sisters and brothers” (along with a number of “cousins”) every Sunday morning. But adopting a “community” metaphor will be healthier for most congregations than persisting with a “family” metaphor. When we think of our congregations only as “families” our greatest desire may be to nurture and protect them. When we think of them primarily as “communities” our question may become, “how do we release them?”
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.
by David Brubaker
Over the 27 years that I’ve consulted with congregations and other organizations, I’ve noticed three consistent traits of effective congregational and organizational leaders—whether lay or ordained. These traits are present with such consistency I’ve come to believe that together they constitute a required set of core characteristics of effective leaders. Fortunately, these traits can be developed by any congregational or organizational leader—as highly effective leaders are made, not born.