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.
by Dan Hotchkiss
Boards often criticize themselves for “getting too far into the weeds” of daily management detail. They know they should be spending more time envisioning the future and deciding big, strategic issues, but. But concepts like discernment, strategy, and vision seem rather soft and blurry. After trying to focus on them for a while, boards slip back to problem-solving with relief. (read more)
by Dan Hotchkiss
Few projects excite and galvanize a congregation more than a new building or a major renovation. People complain about construction delays, capital campaigns, and the general din and dust, but their blood pumps, their wallets loosen, and their enthusiasm rises. Lyle Schaller went so far as to generalize that congregations that build capital are happier than those that spend it. (read more)
by Susan Beaumont
Board leaders long for meaningful meetings. Instead, many participate in mind-numbing meetings that repetitively chase topics, with little forward momentum. Agendas are rigidly structured around the receipt of reports, with little work that actually impacts the future of the congregation. What would it take to foster more fruitful board conversations?