| | | | | | | | | | | | PRACTICAL WISDOM FOR LEADING CONGREGATIONS |
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| | | | | | | | | | | | | | | | | | | Clergy often try to change their congregations, and as rule their efforts meet resistance. It hurts to be seen as a threat by the very people you are trying to serve, but when a leader's first move is to advocate for change, that's generally what happens.
The desire to make change is one of the main reasons people become leaders in the first place. New seminary graduates, freshly educated in the latest concepts of improved and modernized religion, are especially prone to look at their first congregation and see all the ways it could be better than it is.
But a congregation, large or small, is still an institution, and institutions tend to resist change. In the flush of new beginnings, leaders frequently forget this obvious but nonetheless important fact.
Why Institutions Resist Change
Why do institutions resist change? When I ask this question in a group, I hear several theories. Some people like to point to traits of personality: "People fear the unknown," somebody says. "People dislike change," Around the room, heads nod.
Others blame the culture of the congregation or denomination they happen to be serving. Pastor Johnson from Wisconsin says, "Lutherans are conservative by nature." Not listening, the Reverend Dr. Hester Washburn says, "What do you expect? This is New England." Father White offers a joke: "How many Episcopalians does it take to change a lightbulb? What-change!?" They each believe-at least until they start to hear each other-that if it weren't for their group's unique brand of stuck-in-the-mudness, change would be much easier.
I have a different theory. Institutions resist change, not because of any special trait personality or culture, but because that's what an institution does. Or better yet, because that's what an institution is. An institution is a way of getting people to engage in repetitive behavior. Resistance to change, in other words, is baked in to the whole concept. People show up for work or meetings, unlock doors, publish newsletters, lead worship, prepare lessons, sweep floors, and practice music-all on schedule.
Read more from Dan Hotchkiss » |
| | A NEW OPPORTUNITY FROM LILLY ENDOWMENT INC. |
Lilly Endowment is pleased to announce its Thriving in Ministry Initiative 2018, a competitive grant program open to any charitable organization committed to the support of pastoral leaders in congregations and located in the United States. Charitable organizations are invited to submit proposals for up to $1 million that may be used for up to a five-year period to develop new or strengthen existing programs that help pastors build relationships with other clergy who can serve as role models and exemplars and guide them through key leadership challenges at critical moments in their ministerial careers.
While the Endowment is interested in supporting a variety of approaches, it is especially interested in supporting efforts that: 1) attend to key professional transitions in a pastor's career and/or 2) focus on challenges posed by particular ministry contexts and settings. Read more about this initiative and find the request for proposals » |
| | IDEAS THAT IMPACT: LEADING CHANGE |
Synagogues that participated in the Union for Reform Judaism's Communities of Practice identified best principles to advance change.
Read these tips » |
What really inspires positive change is hope, not fear, according to a leading writer on change and innovation.
Read more about Alan Deutschman » |
Governance and Ministry: Rethinking Board Leadership by Dan Hotchkiss
Governance and Ministry has proven to be an indispensable guide for leaders and clergy on how to work together to lead congregations. In this second edition, veteran congregational consultant and minister Dan Hotchkiss updates the book to reflect today's church and synagogue landscape and shares practical insights based on his work with readers of the first edition.
Governance and Ministry highlights the importance of reaching the right governance model for a congregation to fulfill its mission-to achieve both the outward results and the inward quality of life to which it is called. Hotchkiss draws on governance research from business, non-profits, and churches, as well as deep experience in a variety of denominations and congregations to help readers determine the governance model that best fits their needs. The second edition has been streamlined and reorganized to better help readers think through leadership models and the process of change. The book features new material on the implications of congregation size, the process of governance change, policy choices, and the lay-clergy relationship. It also features two appendices with resources often requested by Hotchkiss's consulting clients: a style guide for policy-makers and a unified example of a board policy book.
Written with energy and humor, and offering plenty of practical examples, the second edition of this helpful resource is ideal for anyone involved in church leadership to assist in framing critical questions, creating a vision, and implementing a plan.
Learn more and order the book » |
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