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
Susan Beaumont Many congregations assign to each staff member a personnel liaison: a lay leader who serves on the board or personnel committee and is charged with supporting that specific team member. Few congregations manage these liaison roles well, and as a result they often do more harm than good. Congregations appoint liaisons for a variety of …
Managing polarization requires living with ambiguity and paradox.
Transforming the culture of a toxic team is hard work, and it begins with looking at the team’s behavioral norms.
Terminating a staff member is difficult under the best of circumstances. When the congregation gets reactive in response to the termination, leadership becomes especially tricky. Five guiding principles can help you navigate the turbulence than follows a dismissal.
Part-time employment relationships are on the rise. Many congregations are converting full-time positions into part-time roles due to declining budgets and the rising cost of benefits. Part-timers offer many advantages to a staff team, but they also pose unique supervisory challenges.
A pastoral transition is announced. One era of leadership winds down as the promise of a new one beckons. People are naturally drawn to the excitement of beginnings; however, a healthy beginning with a new pastor depends on a good ending with the exiting pastor. The problem is, people avoid and minimize the losses associated with endings.
In our culture, power accrues more easily to men than women, so women need to be especially savvy about how to use their power. But instead, women leaders often undermine themselves.