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
Among nonprofits, congregations are among the most cautious and least willing to accept risk in order to fulfill their mission. We’re not alone—many sleepy charities, government agencies, and old-line businesses also avoid risk—but where risk is concerned, many congregations fall into the slow group.
How does a leader say, “I don’t know what to do next,” without seeming indecisive?
Do congregational leaders place enough value on communication skills and management?
When all the actors understand their responsibilities and respect their boundaries, both the staff and the congregation are more likely to enjoy a healthy staff environment.
Talking openly about occupational subcultures helps make board conversation richer and more fruitful.
Whether the bully is the clergy leader or a lay member, it is essential that members intervene.
In a liminal season, it simply is not helpful to pretend we understand what needs to happen next. But leaders can still lead.