Musings on Spiritual Matters

The minister is hired by the congregation, there is great excitement that he can lead rejuvenation within the church, but after one year little growth has taken place besides the increasing polarization by the leadership and the members over his ideas.  The minister is frustrated by the receptivity of the church.  The church is upset over the minister’s lack of respect for the history of the people.  Time continues to countdown until one of two options happen: the minister leaves for another work or the church forces him out for another minister.  Both parties blame each other for the relationship not working out.  This pattern of behavior is common throughout the church in America.

There has to be a better way for leaders in the Body of Christ to move a congregation forward in a positive, scriptural direction without polarizing the members.  Edward Hammett and James Pierce provide a model for leaders to shift a congregation without creating negative fights.  The authors advocate using a coaching approach in working with a church.  This approach seems to have developed within the business community, and the author seems to apply the lessons to a church culture.  Of course not everything would translate to congregational leadership, but much of the principles that are expressed would be beneficial.

The approach is in contrast to a dictatorial style of leadership.  Sometimes members have experienced a rogue minister or an authoritative eldership announce change without any regard to the feelings of the members.  Instead of working together on solutions, the dictator proclaims change with the attitude of “if you do not like it, too bad.”  The coaching approach rejects this style of leadership, and replaces it with the desire to create synergy with the stakeholders in the church.

One of the major strengths of this book is the multiplicity of charts and models that are given to follow.  Some of the models include the “LEARN” acrostic which deals with the approach that a leader takes in understanding the organization.  He listens, encourages dialogue, asks questions, responds to the feedback, and helps to negotiate a solution with the people.  There is also the “COACHING” acrostic which means Connections, Options, Action, Community, Help, Integration, Negotiation, and Gifts.  Another helpful process is the Ripple Model.  This model helps a congregation that is facing serious decline deal with reality.  But instead of the leadership being the truth tellers, the coach draws out the reality from those involved in the congregation.  Especially, the coach partners with the church in dealing with the need to adapt.

The book provides a wealth of great questions to ask a congregation.  The questions help a church to process the shifts that might be needed.  There is a section which includes seven key questions that a coach can use.  Also, there is an acrostic called “BARRIERS” which helps the coach to overcome resistance within the church.

There are plenty of models developed to lead congregations, but from the wide spectrum of material, this approach seems to be healthy.  As a leader, one cannot force change within a church; but if a coach can help to facilitate the members in reaching the desired goals, this produces momentum without the negative effects of pointless resistance.  A coach works with the people, instead of against the people.

Related posts:

1. Review of “Making Shifts Without Making Waves”
2. Review of “Missional Map-Making”
3. Review of “Making Your Life Count”
4. Review of “Making Peace”
5. Three Shifts in Sermons

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This entry was posted by Matthew on Wednesday, February 15th, 2012 at 12:56 pm and is filed under Church News. You can follow any responses to this entry through the RSS 2.0 feed. You can leave a response, or trackback from your own site.