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
Susan Beaumont 
Many ministry leaders long for the spaciousness to dream, inspire, and guide their congregations toward a meaningful future, but find themselves caught in a cycle of constant crisis management. I’ve begun to wonder whether we’ve created a false tension between managing and leading. Maybe we don’t need to reduce one to get more of the other.
You had great expectations for a new hire. A few months after hiring, it becomes clear they are not suitable for the role or organization. They are failing to perform the most important parts of the job and behaving inappropriately. What should you do? Cut your losses and move them out as soon as possible or invest time and energy in trying to turn things around?
When boards and committees lose faith in the pastor’s supervisory ability, they often intervene in unhelpful ways. They forget or neglect their own oversight responsibility, which is the very thing that could make things right. Instead, they practice micromanagement, or they restrict the authority of the head of staff—practices which, in the end, harm the congregation.
The election is upon us and so is anxiety. As we await results and anticipate reactions, we fear that our country, our communities, and our congregations may unravel.
People often behave badly when captured by anxiety. Leaders react to bad behavior in one of two unhelpful ways: over-control and withdrawal. We focus our energy on the people behaving badly, only to discover that we have no control over them. Or we ignore bad behavior, to our own peril and the organization’s detriment. These are the extremes—but there is a middle way.
Leaders must hold steady in the face of anxiety. We do this by pausing to observe and interpret so that we can intervene effectively.
An energy buzz often appears at the start of a new program year. Staff return from vacation feeling rested and renewed. Small groups re-form with fresh curriculum. Committees connect with dreams for a new season. If we aren’t intentional about how we align this energy, it won’t last. Buzz dissipates. Unaligned, we retreat eventually to the former status quo.
Core values are especially important when identity is shifting and resources are dwindling. At such times, when decisions must be made about what to say yes to and what to stop doing, core value statements are a critical discernment tool. However, core values won’t help you if they aren’t unique, mutually embraced, and authentic to the community, or if you don’t use them regularly.
Many congregations write a core value statement as part of a planning process along with a mission and vision statement, plaster them all on a wall someplace, and promptly forget them. Is a core values statement worth doing? Yes—but only if you create it well and use it effectively.
Most congregations have ideas about how they’d like to innovate. However, things fall flat when it comes to recruiting volunteers to carry out those ideas. Discover how you can strengthen the practice of influence, ethically persuading others to invest time and energy in a new idea. If you follow the right principles, more volunteers will say yes.
