See, I am doing a new thing!
Now it springs up; do you not perceive it?
I am making a way in the wilderness
and streams in the wasteland. (Isaiah 43:19, NIV)
In previous posts, we considered context, calling, and possibilities for church leadership in the future. I am convinced that the Spirit of God is always at work among God’s people, providing ways forward that will allow the church’s mission to flourish. In this post, I suggest five key issues for the church today, shifts in thinking from our current ways of dealing with them to new strategies, and leadership skills need to make the shift. You may find my suggestions unsettling, even controversial, but please give them some thought.
First, a shift in theological training and the leadership roles of clergy. With a decline in the number of seminary students who are seeking the Master of Divinity degree and the increase in church leaders with specialized Master of Arts degrees and certificate training, M.Div. grads will be called upon on to not only supervise these new leaders, but train and equip them for ministry.
This means that clergy leaders, especially pastors, must see themselves as theological educators, helping others see the spiritual and theological implications of their individual and corporate actions. This will require these leaders to develop their skills as coaches and mentors, encouraging and guiding others.
Second, the need for conflict resolution. In the past, conflict in the church was often addressed through a call to common theological beliefs and common church polity. For the most part, this no longer works. Many participants in a particular church today have no common denominational heritage or come from a completely different tradition.
The tool that will be most effective in dealing with conflict in the future will be social and emotional intelligence on the part of leadership. Rather than appealing to tradition, leaders will recognize their own strengths in self-management and relationship management and help others to recognize and development their own responses to a stressful situation.
Third, the challenge of financial health. In the past, church leaders have leaned into teaching on stewardship and pledging. Future leaders will need skills in project management and budgeting. As the church deals with deferred maintenance, increased costs, and declining gifts, clergy will need to leverage the resources—spiritual, physical, and human—to overcome this challenge.
Fourth, congregational growth. The traditional approach to reaching and adding new congregants emphasized worship and preaching. These are still important to the engaged community, but congregational growth in the future will depend more on entrepreneurial outreach—getting out into the community, offering ministry opportunities that draw people to the church, and connecting with the neighborhood.
Fifth, leadership development. In the past, we depended on our denominational structures and ecclesiology to provide the incentives and resources for connection, service, and clergy growth. These incentives are still present in many denominations, but they are less available than they once were. The way forward is to build strong teams within the church by identifying giftedness in congregation members, coaching teams, and empowering potential leaders. Rather than doing ministry, the clergy will spend more time sharing that ministry with others.
By addressing these shifts, the church will be not only more agile but more sustainable and accessible to those beyond its walls.
Comments