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
Eighteen years ago, I surveyed 100 congregations in the American southwest regarding their experience of change and conflict in the previous five years. Only one change was negatively associated with conflict—meaning that it made conflict less likely. Congregations that started a “new community outreach” in the previous five years were less likely to report a significant conflict than similar congregations that did not.
In a time when congregations and clergy are dealing with a lot of challenging issues, there is most definitely good news to celebrate. Congregations are more open to change today than at any time in my career as a pastor and consultant. During the pandemic, we learned a great deal about ourselves personally and as congregations. One of the most important and long overdue learnings: we need to change.
How can congregational leaders make needed changes without incurring wrenching conflict? In my previous post, Why Lone Rangers Always Fail, I stressed the importance of leading change as part of a team. While leading change as part of a Team is the first ingredient in successful change, it is not sufficient. Today I want to add three more ingredients to the mix.
“I Love My Church.” It was the slogan for a capital fund drive at the little church where I belong. I turned to our treasurer, sitting in the pew behind me—he is, like me, a bit of a grump—and said, “I have mixed feelings about my church. What should I do?” To my great pleasure, he replied, “Get over it. Give money anyway.”
That’s the spirit! A church is more than a buyer’s club, a co-op that delivers maximum religious benefit to members at the lowest cost. A good congregation puts its shoulder to a bigger wheel: transforming lives in ways no one can predict, in harmony with the congregation’s purpose. Our success is measured by the good we do, not by how satisfied we are.
Much of our decision making over the past two years has been reactive. Continually shifting COVID protocols, political polarization, and local and global turmoil leave us feeling fragmented. You may be wondering whether you have been strategic enough. Has your preoccupation with managing the chaos prevented you from pursuing mission, vision, and intentional innovation? Cultivating six habits can help you get strategically reoriented now.
I consult mostly with congregations of the former Protestant mainline. Occasionally someone asks why I continue with this work when it seems so clear that the end is coming—not just for these congregations but for their denominations as well. I agree that the end is coming—not of ekklesia, only of the form of congregational life so many of us grew up with. Embedded in that form are bits of our life together that I am convinced we and God can use to create something new if we allow ourselves to play.
During this pandemic, many people, clergy included, have decided to resign from their jobs. Headlines about “The Great Resignation” may overstate the case—some people are just retiring or moving on to better jobs. But many ministers undoubtedly are wondering right now whether they should find another way to spend their lives. Many clergy who have …
