1. Prayerfully seek God’s will for your congregation
Many Church Boards act like directors of a corporation rather than spiritual leaders. Because in the secular world, many of church leaders have become familiar with organization practices and management techniques, they translate this into the church’s life. In addition, many elected church leaders have not developed the personal and spiritual disciplines necessary to be a spiritual leader. Lacking this, they fall back on the skills they know and understand even if these are secular.
Instead of spending time managing affairs, “balancing the budget,” why not hold a retreat and through scripture, prayers, and personal sharing of our individual’s faith stories, seek to become a united body of spiritual leaders? Pastors seem to understand that individuals need to grow in their spiritual life, but forget that this is true of groups and communities of Christians. Much of the New Testament, especially Paul’s letters, is directed toward building up the corporate body of Christ. In the Scriptures, the primary role of corporate church leaders is to discern the mind of Christ not run the organization.
2. Do Strategic Planning
This may seem contradictory to the first item, but it is not. Strategic planning is basically giving feet to the vision. It is asking the question, “If this is the mind of Christ for us, how do we carry this out?” It demands, as Stephen Covey rightly says, starting with the end in mind. From this visionary perspective, we now ask what steps we would take today to make this happen.
This means that the leaders must spend time reflecting on the past history of the congregation. You need to ask, “Where have we been and where are we going?” You will need to create a mission statement that expresses the passion of your congregation. You will want to do this while involving as many members as possible in this process.
3. Create a set of 3 to 5 year goals
When I worked for an Episcopal Bishop, I was often sent to local Vestry or Bishop’s Committee meetings. Most started with a brief prayer followed by the reading of the minutes, then the financial report which often set the emotional tone for the meeting. All this followed a set agenda. Every once in a while I would meet with leaders whose meetings started quite differently. The meeting would start with a devotion often led, not by the pastor, but by a lay member of the board. Then there would be a more extended time of prayer as the leaders prayed for the church and for one another. Then the meeting would focus, not on the minutes or finances, but the stated and written goals of the board. These usually spanned from 3 to 5 years. These goals served as both direction for the leaders, and as points of accountability. Rather than balance your budget, take time to set short and long term goals. Review these at each meeting and become a goal oriented spiritual community.
4. Improve all the means of communications
When I became the Dean of the Cathedral in the Diocese of Dallas, it was a struggling inner city congregation. It had many challenges. Where did I begin? I created a leaders email and sent it out at least once a week. I put on this everyone who was a leader, those I wanted to be a leader, and those who wanted to be a leader. I soon had a list of over 100 people in a congregation with 160 average Sunday attendance.
In this email, I discussed every issue before the community, every decision before the leadership, and what I was thinking as the ordained leader. I not only shared this information, I actively sought comments and feedback. This had a number of positive effects for the congregation.
First, it ended the idea that a small circle of people around the pastor made all the decisions. Second, it de-mystified issues and the reasons for certain decisions. When I changed the times of the Sunday services, a sacred formula in most churches, I did not have one piece of resistance. By the time the change came, everyone knew why I was doing it, what the options had been, and that we would evaluate this at a future point. I can assure you that not everyone would have voted for the particular change that I made, some might have preferred another options, but all understand and felt that I had listened to their concerns.
Most church leaders consider “communications” what they say to others. It is seen only as a top down activity. Communications is multi-dimensional. It involves this first part of what leaders say. It also involves what members say to leaders, and what they say to one another. Improving communication should be a must strategy in today’s world where all members demand more of a part in the decision making process.
5. Upgrade your hospitality ministries
Most congregations do an adequate job at hospitality toward guests and visitors, and a very poor job of following up potential new members. This may not be true of the fast growing, non-denominational, mega church out on the city loop, but it is true of almost all mainline or long established congregations.
Most aging congregations think of themselves as friendly people, and they are. They are friendly to the people they know. They are not friendly toward the stranger. Sometimes, they even act inappropriately toward strangers making them stand up or singling them out with name tags etc.
Hospitality is not just a work of a greeters group or the church staff. The leaders should spend time taking about the hospitality and assimilation ministries, improving them and know who the new members and potential members of the congregation are.
Here are some questions for church leaders to answer related to newcomers:
What brought them to you?
How did they find you?
Why did they stay?
Leaders can also spend time planning an intentional path toward involvement. Even consider asking those who did not join why they did not become members.
6. Recommit your congregation to ministry with youth and children
While this should be a no-brainer, it is incredible how so many congregations age and lose touch with ministry to younger people and younger families. The future is about the next generation, not the present one. Here are some ideas to carry out renewed ministry to this group.
Plan activities that meet the needs of young families
Review your worship according to which generation it most serves
Quicken the pace of the liturgy; most were designed for life in the early 1920’s.
Add inspiration – for many mainline churches “inspiration” seems to be a negative word, but it is essential in connecting with today’s younger generations.
Have your leaders review information about generational differences and emerging trends among congregations that reach young people in larger numbers. You may not want to do all that such churches do, but you will want to do some of them. The alternative can be found outside many church buildings. It is called the cemetery!
7. Improve the Stewardship
Instead of balancing the budget, why not have your church leaders focus on the stewardship of your congregation. How does it compare to other churches in your judicatory, your community or region? Focus on both the number of givers and the quality of the gift.
As leaders, focus on the issue of year-round stewardship. Avoid the trap of making stewardship a one time event in the fall. Do not make stewardship only about money. Focus on time and talents also. Consider holding a ministry fair where the various ministries and activities of the congregation are held up before your members.
As church leaders, invite leaders of various ministries to your board meeting and ask them what resources they need to carry out their work. And, of course, leaders should model stewardship to all your members.
8. Give the Pastor (and other clergy and staff) affirmation
Many church boards give little attention to the well-being of those who serve the congregation. I am not just taking about the “Pastor-killing” congregations. Even healthy congregations often take those who serve for granted.
As leaders consider giving quality time and support to continuing education. Review your benefits package. Consider giving your pastor a raise. In my denomination, clergy do not get financial increases, except for cost of living, unless they move to another congregation.
9. Re-think your Budget by asking tough questions
Instead of balancing the budget, review the budget with some important criteria. Ask yourselves these questions:
Does this budget reflect our mission?
Does it give balance to all our goals?
Does it express the passion, values and heart of our congregation?
Does it call people to commitment and sacrifice?
Is it balanced more toward maintaining the organization or in accomplishing Kingdom goals for our Savior?
I close this article with this truth. While it is true that most every congregation has individuals with deep spiritual lives, the corporate spiritual life of a church cannot exceed the corporate spiritual life of its leadership. Abandon balancing the budget and make mission the priority, commitment of your leadership, and God will transform the life of your congregation.