[This article is part 1 of the series Crunch Time for Small Congregations.] A smaller congregation may occasionally hit a temporary rough patch, cut back the clergy position to three-quarters or half-time, and then restore the full-time position when the immediate issue is resolved. Many of the challenges facing smaller congregations today, however, are less …
by Alice Mann
Many smaller congregations find themselves facing a choice point right now—a moment when their current ministry arrangements have broken down and alternatives must be considered. The most important advice I can offer you as a leader is this: Stop and look at all the options—no matter how far-fetched or unpalatable some of them may seem. You may still proceed with your first idea, but you will be much clearer about why you are doing it and what it will take to make that option work well.
by David Brubaker
Over the 27 years that I’ve consulted with congregations and other organizations, I’ve noticed three consistent traits of effective congregational and organizational leaders—whether lay or ordained. These traits are present with such consistency I’ve come to believe that together they constitute a required set of core characteristics of effective leaders. Fortunately, these traits can be developed by any congregational or organizational leader—as highly effective leaders are made, not born.
by Susan Beaumont
A volunteer agrees to complete a task but fails to deliver, or delivers a less than satisfactory outcome. A leader violates an established behavioral standard. What do you do? How do you redeem the situation?
Disappointment is inevitable when people are involved in ministry, but disappointment doesn’t have to be the final word. Delivering an effective feedback message in the face of disappointment can turn the situation around and introduce accountability into the volunteer relationship.
by Dan Hotchkiss
Why should congregations worry about governance and ministry? When there’s so much important work to do, why spend precious time defining boundaries, tinkering with bylaws and policies, delegating power, assigning duties, setting goals, and holding one other to account?
by Sarai Schnucker Rice
Six years ago, I made my very first trip overseas – to New Zealand – and it was fabulous! Breathtaking scenery, generous people, amazing art. With the exception of the indigenous Maori culture, which was literally another world, I felt like I “got” everything about the country.
My next trip? China. And again it was fabulous, but this time I “got” nothing. I couldn’t automatically tell whether someone was well-off or not. I couldn’t distinguish one neighborhood from another. I had no way to process cultural norms like split pants or outdoor kitchens. That’s when I realized for the first time that I carry in my brain an enormous vocabulary of visual cues that didn’t apply in China, and that I was used to processing these cues at lightning speed without even noticing.
We do this with churches all the time – we look at the building and draw conclusions without even noticing.
by John Wimberly
As a consultant, when I first meet with the leadership of a congregation, I ask them a straightforward question: “What is your congregation’s primary purpose, your driving reason for being?” Usually, the response is halting, filled with qualified statements, and includes a laundry list of things the congregation does. The exchange leaves me and the leaders with one clear conclusion: they aren’t sure what their primary purpose is. They have purposes. But not one, clear, driving purpose.
I can receive this response even in congregations that have recently gone through a strategic planning process. They emerge from the planning exercise with goals and strategies. But a clear, passionate sense of purpose? Too often, it is missing.