It's important to take a few steps back and think of change as a complex, living organism that requires time, attention and expertise. Whether you’re pursuing growth or in the midst of it, you’re grappling with change.
There are five basic precepts for planning church growth, including change. No matter where you are in the process, these will contribute to healthy, successful church growth and change.
1. Growth involves seasons of change.
Change can be difficult, so choose the change you want. Your congregation is a system with subtle inner workings, values, rules, influence and anxiety. As you lead your congregation to change and grow, the system changes. Change often brings anxiety, and systems — by their very nature — resist it. It’s important to manage and lead the change processes involved with growth. Foster the change you’re choosing as a natural and healthy response to the life and mission of your congregation. As you and your teams serve as the change leaders at work in your congregation, help them to clarify your church’s vision and “enlarge the tent.” As you embrace and seek change that accompanies growth, try to identify the seasons of change and implement wise practices that nurture your congregation’s future.
2. Vision defines purpose, and purpose defines both what and what not to build.
Without vision, the people perish. That adage is as true for building projects as it is for building congregations. Clarifying and articulating your church’s mission and vision is crucial for reaching your goals. The communication of needs and desires can be a timeconsuming and painstaking process, but well worth the effort. Successful communication is a loop that involves feedback and listening, wherein all parties agree messages have been received and understood. Clear vision — based upon a sober estimate of current reality and faith-based courage in God’s calling — results in an achievable vision-path.
Often, churches fail to build significant capabilities, or they build superfluous structures, because they don’t understand or communicate their true requirements. Your congregation’s vision might require specialized technological infrastructure, flexible space arrangements and/or 24-hour functionality. Clarify and communicate your vision, and assess what really needs to be built to serve the mission, vision and needs of a growing congregation.
3. Building a great team is necessary for building a great church.
A cord of three strands is not quickly torn apart. Rome wasn’t built in a day; nor was it built alone. Healthy teams that have learned to both share and communicate vision achieve success. During your growth and change, you need effective internal and external teams of trustworthy people focused on what’s best for your church. Congregational buy-in must begin long before fundraising starts or concepts are designed. An effective team of leaders can communicate clearly, build consensus and empower a congregation to become enthusiastic advocates and co-creators.
Assess your needs, then compile and equip internal and external teams. Your teams might include architects, consultants, financiers, engineers and church growth experts. You will need to create a timeline for planning and communications, and strike a balance between your space needs and costs.
4. A clear understanding of current reality enables you to envision and reach your future.
Think of yourself with sober judgment, in accordance with the measure of faith God has given you. Understanding current reality involves a sober estimate of your congregation’s capabilities. These include tangible and intangible considerations such as location, site constraints and restrictions; logistics; communication; congregational volunteers and talents; missional focus; harvest field and finances.
Many questions must be answered regarding your current reality and capabilities, including:
How and where is your congregation growing?
Where is your congregation’s “harvest field”?
Should you stay on your present site or move to a new location?
What physical needs do the mission and services of your church necessitate?
What’s your volunteer force’s depth and commitment?
What are the barriers to growth?
The internal and external teams you create help you answer and solve these questions and challenges related to your expansion.
5. Count the costs, and understand the financial health and the values which drive your congregation’s financial decisions.
For which one of you, when he wants to build a tower, does not first sit down and calculate the cost to see if he has enough to complete it? Many congregations find themselves deeply into the process of planning and designing new facilities without a clear understanding of costs or their ability to meet those costs. Additionally, many have not reached consensus on financial values such as:
Will we pay in full as the project advances?
Will we finance all or part of our expansion?
Will we accept outside, bank-based financing?
Will we undertake a fund-raising and/or pledge campaign?
It’s important to understand the arc and timeline of costs associated with church growth. Your external teams can help your congregation understand and manage costs. These alliances should encompass experts in church projects and join with you to exercise careful stewardship over these growth projects and finances.
Visions are never realized without relationships. Wherever you find yourself in the journey of growth and change, there is help.
Mark V. Martof is the director of the Church Design Studio for Morris Architects. For more than 65 years, this firm has helped visionary church leaders achieve their dreams. Reach Martof by calling 713.622.1180. Visit Morris Architects on the Web at www.morrischurches.com.
Email this article
Add a comment
Printer version
Order reprints
RSS Feed
Bookmark article