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
Many faith traditions set aside times for turning inward, reflecting, and spiritual practice. Right now, many Christians are practicing Lent while many Muslims observe Ramadan. Honoring these special times with the support of a religious community reminds us of the regenerative, inward work we need to do to become more human and sustain ourselves as leaders, especially in times of transition.
’Tis the season for clergy transitions in many of our congregations. I am one of those clergy who happens to be transitioning. After a decade as a denominational executive, I am heading back, full-time to consulting, coaching, trainings, and psychotherapy. I am ready and excited!
While I was ready and excited, I forgot that major transitions are hard. Once I made and communicated my decision, the machinery of major life transitions rolled into motion, and I found myself on an intense roller-coaster ride with some unexpected dips as well as highs.
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.
For a new ministry to flourish, both clergy and lay leaders need to understand the congregation’s feelings about the predecessor. Every congregation has some history with (or without) clergy. At time of clergy transition, that history influences the selection process and the partnership as it develops.