The Congregational Consulting Group, organized in 2014 by former consultants of the Alban Institute, is a network of independent consultants. We publish weekly thoughts on topics of interest to leaders of congregations and other purpose-driven organizations. —Dan Hotchkiss, editor
John Wimberly 
We live in a culture that trains us to think of problems as “our problems.” As pastors, too often, we think that we must figure out how to grow the church, make sure the budget is balanced, and ensure that programs are well attended. I certainly did. Many of my colleagues feel the same way. It is a heavy burden to bear.
Do congregational leaders place enough value on communication skills and management?
The key is helping all of us to unplug from our devices so we can plug into the realm of God.
Do your congregation’s leaders talk about getting boomer retirees more involved? If not, you are just standing by while millions of our neighbors retire.
Almost every congregational staff calls itself a team. But are they really teams? In many, perhaps most cases, staffs have hierarchical leadership with staff members working in “silos.” When this is the case, they are not teams. What are some key characteristics that reveal whether or not a staff is a team?
Why do so many congregations brand themselves as “progressive” or “conservative”? Isn’t a more diverse, heterogenous congregational identity preferable?
Don’t automatically replace departing staff with another person doing exactly the same work. Use staff turnover as an opportunity to examine how those dollars might be better used in a different staff configuration.