When the path forward is obvious, it is relatively easy for a leader to know what to do. We can rely on strategies that have worked well in the past. We can use existing resources and relationships to solve problems, set direction and create new opportunities. But when significant issues arise that are novel and more complex, leaders and organizations confront a crucial dilemma: How do you lead when you arenât sure where youâre going?
Some of our uncertainty today is external to the church. Headlines remind us daily that we are in uncharted territory â and probably will be for some time. In addition to the global pandemic, our neighborhoods and cities are reckoning with social and cultural issues that affect every aspect of our lives, from healthcare to education.
The church faces internal uncertainty, too. If church members do not promptly return to in-person worship at pre-pandemic levels, what will we do to cultivate authentic community and share the responsibility of being the body of Christ? How should we disciple emerging generations when our culture often deconstructs their faith and the ways we use technology interrupt their engagement with faith?
If youâre attempting to do strategic planning, you probably need to accept the fact that it is impossible to determine what the church will need in three to five years. Susan Beaumont says that when the church is in a âliminal season,â the way forward is ambiguous, and this makes us feel disoriented.
Now more than ever, we need to clarify our purpose. Ask big questions with your leadership team:
- Why does the church exist?
- What and who has God called our particular congregation to do and be right now?
Sometimes, the best we can do is admit what we do not know about the future. Then we need to convene our people to listen deeply to the Spirit of God. The feeling of uncertainty may never completely disappear. But the more we listen for Godâs genuine call, the more we can lead forward with courage and faith.
