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
Most observers would agree that the campaign to keep Millennials out of our congregations has been nearly a complete success. Despite our best efforts, however, young adults occasionally are spotted in the pews. So we need to review the basics of our strategy. First, who are these Millennials? Second, what strategies have proven most effective …
In strategic planning, congregations think a lot about their “brand.” What do people think of when they drive by or hear the church’s name? Do they associate the congregation with great music, inspiring preaching, effective social justice work, quality day care, or self-help group meetings? Lately, I have been recommending to my clients a brand that needs to be built by congregations across this country: A congregation where people can trust each other and will be trusted.
We live in anxious times, and one of the things that makes small congregations especially anxious is the fear that they might need to close. As members watch their Sunday morning worship attendance dwindle, someone usually starts “running the numbers,” trying to determine how long they can continue before the money runs out and they’re forced to close.
In the church, we tend to think of strategic planning as involving a time frame of three to five years. That is a reasonable time frame for most plans. However, the church also needs an entirely different form of strategic planning that looks ahead 10, 20 or more years.
We are living in an era where many things we have done in the name of Church are no longer sustainable. Does this mean we have failed?On some level, every organization must be sustainable. If we cannot afford to cover our overhead expenses over time, we will cease to exist and won’t be able to support any ministry. However, under the umbrella of a sustainable organization, we should be free to experiment with programs that may or may not be individually sustainable.
It’s easy to prioritize short-term concerns at the expense of longer-term priorities. As pastors, we only have so much time. Our members only have so much time. If we don’t focus on the short term, we’ll have chaos in the fall. However, if we don’t focus on the long term, we’ll have difficulty realizing our strategic goals.
Everywhere I go, I hear complaints from congregational staff and lay leaders that their programs are not well attended. These leaders seek input about the kinds of programs members want. But then, too often, when programs are offered, attendance ranges between disappointing and none.