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
I used to run laps—now I am more apt to walk. Either way, I find that if I can muster the will power to begin, I can almost always finish the first lap. But if the loop is too short for a full run, I’m faced with a decision: should I quit or start my second lap? Lap number two is where adrenaline leaves off and perseverance gets its test. As we move out of 2020 into 2021, clergy and lay leaders face the challenge of rekindling energy for a year of new and different challenges.
Many phrases commonly used to describe the coronavirus pandemic have revolutionary overtones. Covid-19 is the “great disruptor,” the “medical disaster,” and the “economic catastrophe.” Writers assert that Covid-19 “will change the workplace forever,” arguing that its effects are both “global” and “enduring.” Reporting on the wave of unrest sparked by police killings of unarmed African Americans carries similar tones. Reporters describe the scope of the unrest as “unprecedented,” while the level of polarization in the country is “historic.”
Most congregations engage in some form of social ministry—but why do they do it?
