Creating Congregational Systems
In this section: Links Between Ministries, Clear Pathways of Membership, Learning Commuities, and Limits to Our Growth at this Stage
Links Between MinistriesWhen I arrived, I heard again and again: how are all the parts of this church connected - if at all? How do we work together across ministries? Over the past few years, we have built a number of pathways between different areas in the church, which strengthened accountability and clarified responsibility. We are beginning to speak and act more as a "we." Here are some of the key areas of connection we have built:
|
Clear Pathways of MembershipIn the past few years, the membership team and I have developed a simple path for those who are new (and as our slogan goes, "who feel new, or are seeking to re-new their connection in the church"). The 4 Ways to Connect is a simple yet effective way to meet the common needs and questions of newcomers and those trying to find their way in our congregation.
We also clarified the pathway of membership itself, specifically through the 5 Practices of a Meaningful Membership. Both programs now offer a simple way to understand how to make connections, go deeper to experience the full promise of our faith and our community. Learning CommunitiesAs I wrote about in a newsletter article, I believe in using learning communities to accomplish the work of the church. The learning community model aligns with the emerging needs for church today - it is adaptive and relationship/ community focused. It allows people to give of themselves beyond simply accomplishing tasks - but to truly become invested in the work of the church and to let it change you as you create it with others.
We began our Worship Learning Community in February 2013, and it has been a great success. Next up, we are transforming our Membership Committee into 3 sub-teams of Learning Communities. We'll kick this off in mid-October as we form our Hospitality, Connections and Covenantal Learning Communities. |
Limits to Our Growth at this Stage
Despite all of these great steps, we are still actively trying to clarify how all the parts of our congregation are connected, how people find their place, how we all work together, and why.
In order to move forward, we need to return to the work on our mission statement started by Tim Pearson when he was Board President in 2012, and get clarity and buy-in from the congregation on its self-understanding and ownership of the mission. We also need to continue the work started by the Transitions Team to assess how each group understands its mission in relationship to the whole congregation. And we need to deal with the organizational structure! As we officially began the transition in June 2014, I led the Board in an exercise to list all the areas of the church. I then asked them to make a diagram describing our organizational structure. They couldn't do it. 18 months later, this remains a big question.
As a result of my work with all of the congregation's committees, staff and lay leaders, I have a working understanding of the various components of our congregation and how they all fit together - but it isn't official, and it may not be the same understanding many of the congregants share. We need to clarify the official structure and roles within the congregation so that we can work together to better fulfill our mission and vision.
As we move forward in mission, vision and governance, we need to maintain the kind of agility and collaboration the congregation has enjoyed over the past 20 years, while adding greater accountability and clarity. Governance can sound dry, yet it is through these processes that we are able to unleash the full power and possibility that lives within this congregation.
Although I have been able to make progress, I simply have not had the authority to lead and partner with the board or the congregation in these important areas. However, as the senior minister, I will bring my leadership background, as well as my passion for strategic planning and organizational development to the forefront. Further, as senior minister, I will offer both a pastoral and prophetic perspective, addressing both the challenges of change, as well as the pressing needs of a greater vision, and work with the board, staff, and full congregation to become all we can be.
In order to move forward, we need to return to the work on our mission statement started by Tim Pearson when he was Board President in 2012, and get clarity and buy-in from the congregation on its self-understanding and ownership of the mission. We also need to continue the work started by the Transitions Team to assess how each group understands its mission in relationship to the whole congregation. And we need to deal with the organizational structure! As we officially began the transition in June 2014, I led the Board in an exercise to list all the areas of the church. I then asked them to make a diagram describing our organizational structure. They couldn't do it. 18 months later, this remains a big question.
As a result of my work with all of the congregation's committees, staff and lay leaders, I have a working understanding of the various components of our congregation and how they all fit together - but it isn't official, and it may not be the same understanding many of the congregants share. We need to clarify the official structure and roles within the congregation so that we can work together to better fulfill our mission and vision.
As we move forward in mission, vision and governance, we need to maintain the kind of agility and collaboration the congregation has enjoyed over the past 20 years, while adding greater accountability and clarity. Governance can sound dry, yet it is through these processes that we are able to unleash the full power and possibility that lives within this congregation.
Although I have been able to make progress, I simply have not had the authority to lead and partner with the board or the congregation in these important areas. However, as the senior minister, I will bring my leadership background, as well as my passion for strategic planning and organizational development to the forefront. Further, as senior minister, I will offer both a pastoral and prophetic perspective, addressing both the challenges of change, as well as the pressing needs of a greater vision, and work with the board, staff, and full congregation to become all we can be.