Perhaps I'm getting crotchety but I get increasingly impatient with pastors and other church leaders who whine that they just can't get people in their churches to change anything and so their churches seem to be declining. I think that attitude is a cop-out or laziness or a sign of deep spiritual commitment - or all three.
This is why I've focused all of my 2016 newsletters on leading change. I realize that you, who read this newsletter, are likely leading change in your congregations already. Please know that I'm cheering you on. I share my insights to help you be even more effective.
In case you forgot, here's a recap of what I've written in the three newsletters that preceded this one. I have been using ideas adapted from John Kotter's steps for leading change.
Here are the steps I've covered so far - along with brief examples:
1. Increase urgency - you and leaders are clear that something must change. The church treasurer or someone from the outside has made it clear that if present trends continue, you'll be out of business in five years. You have vividly demonstrated this unpleasant reality to the congregation using pictures, charts, talks by key leaders, etc.
2. Build the guiding team - Key leaders, both on and off the governing board, understand that things must change. They are willing to spend the time necessary to set a new direction. Individually, they commit to grow spiritually.
3. Get the vision right - based on biblical and theological foundation stones, demographic studies, conversations with people in the community, and study about what makes for vital congregations, you get a clear sense of God's yearning for your congregation in your community at this time. You paint a vivid picture of what you think God envisions for you, being as specific as possible. You set measurable, realizable goals, and devise a plan or plans. You set priorities.
4. Communicate for buy-in - through sermons, other presentations in worship, increased study in your board, and congregational forums, you build a sense of ownership involving at least 80% of the church. People are able to describe God's call in a few clear sentences, and identify priorities.
5. Empower action - you form task forces, small groups, and hire new staff as necessary to implement your plans. For example, if you have decided that increasing attendance is a top priority, you may work with congregational greeters and others to be more hospitable. You may remodel the pre-school. You may use less churchy jargon in your Sunday bulletin (and may not even call it a bulletin, rather a program).
6. Create short-term wins - you find low hanging fruit, i.e. easy accomplishments. If you haven't been paying attention to newcomers and they never return, you will find that spending some time really welcoming them pays huge dividends. If you've avoided preaching about enthusiastic giving to do the work of the Lord and you start doing so, you may be very surprised at increased generosity (especially if some of those who tithe tell about what giving for the Lord's work means to them).
Suddenly things are happening. Attendance increases. There's a new sense of the Holy Spirit moving in your congregation. You and other leaders have more energy. You aren't just playing at church. You're being the Church of Christ, embodying a bit of Christ in your community! Spiritually hungry people are drawn to you!
Now, as things are happening, it's time for the next steps:
7. Don't let up
8. Make change stick
I think of a vital program sized church which is bustling with excitement. Members are enthusiastically involved in hands-on mission. Sermons are relevant and insightful. Church members in vital positions in government or the private sector are led to think theologically about their faith and work. 30 or 40 children come forward for the children's time on most Sundays. Worship offers both fine classical church music and also a variety of newer forms of music, especially in the Taize and folk tradition. It is both biblically based and progressively oriented, welcoming all, "wherever they are on their spiritual journey."
Arguably, it's a church where pastors and board could rest on their laurels. They've accomplished a lot. It would be easy to let up and be a comfortable suburban church.
But they didn't take a siesta. They initiated a partnership with a Palestinian church in Jerusalem. They set in motion a year-long series of "Sacred Conversations" about race and why "Black Lives Matter." They have begun some joint worship services with an African-American Baptist Church. On Memorial Day weekend, they celebrated and had conversations with military veterans and former Peace Corps volunteers.
They make the changes stick by celebrating what they have done, who God has led them to be, and emphasizing what more might be done.
You have probably read about the typical life cycle of a congregation. See Rendle and Mann's Holy Conversations for more detail or read a summary in my book (page 127). They note that congregations have somewhat predictable life cycles, beginning with spiritual enthusiasm and growth and finally dying of rigidity and institutional boredom. If your church has made it through step 6, then it can become too easy to take a rest.
Paradoxically, this time of triumph is also a time of temptation and danger. Think of the gospel's account of Jesus' s temptations. Satan didn't tempt him in his weakness but precisely in his power! An all too familiar weakness of political and religious leaders is to believe the great things their supporters say about them and get careless or think they are above rules that apply to ordinary mortals.
So, if you are doing well - maybe even great - take note. Don't let up. Make the changes you have made stick. Be aware of the new challenges and opportunities that the Lord is offering you! Make sure that the new norms of deepened spirituality, hospitality, and commitment become part of the congregation's fabric.
Recall that in his book The Heart of Change, John Kotter stresses that "The single most important message in this book is very simple. People change what they do less because they are given analysis than because they are shown a truth that influences their feelings." He and co-author Dan Cohen tell stories of how leaders have helped people see the need for a change, grab their feelings, and that this impels them to act. Real change doesn't come from gathering a book or Bible study group to intellectualize about how things might change. Change that lasts involves people seeing and feeling.
For more information about John Kotter's study, see his website: http://www.kotterinternational.com/the-8-step-process-for-leading-change/
Regardless of what change needs to happen, take heart. You can make a difference. Draw from Kotter's insights. Let the Spirit energize you to lead your congregation into lasting change.
