10 Ways Ordinary People Become Good Ministry Leaders, Part 1

by: Thom Rainer

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The literature on leadership can be discouraging. After reading multiple case studies, theories, and biographies, one can be left with the impression that good leadership is next to impossible. It is limited to those who have the attributes of Superman without the aversion to kryptonite.

I recently compiled a list of good leaders (a few I would characterize as great leaders) who, by most definitions, are common, ordinary people. They were at the middle of their classes in grades. They really did not and do not have charismatic personalities. They had no family or demographic advantages. And none of them, to my knowledge, were outstanding in extracurricular activities.

But now they are doing very well. It’s as if a switch turned on at some point in their lives. They decided that they would no longer be addicted to mediocrity. Instead, they decided they would make a difference. Yet they had few of the innate gifts associated with good or great leaders.

So I wrote down a list of more than twenty characteristics of these men and women. And, somewhat to my surprise, I noted that all of them had ten characteristics in common. Though statisticians would argue that I found correlative factors, I really believe that most, if not all of these characteristics, are causative.

How then do many common people become good or great leaders? Here are the first five characteristics.

1. They determined that their integrity would be uncompromised. They did not cut corners or cheat. Though others around them were smarter, more forceful, and more creative, they never compromised in their work and lives. They saw their integrity and reputation to be priceless gifts that could not be forfeited.
2. They worked hard. Often when others around them played or wasted time, these leaders continued to work. If they had an employer, they felt like they were stealing from the company unless they gave their best efforts. If they were self-employed, they knew that other companies would eat them alive if they did not work hard.
3. They took responsibility for themselves. You will never hear these leaders blaming their employers. You will not hear them complaining because someone else in the organization was recognized or received a promotion. Stated simply, they did not blame others or circumstances. They believed that they lived in a great nation where they had multiple advantages to get ahead.
4. They were decisive. They learned that slow decision-making was poor leadership. They knew that analysis paralysis could kill an effort. Instead of living in fear of making the wrong decisions, they moved forward just as soon as they had sufficient information, not complete information. They saw smart people failing to make prompt decisions because they were enamored with more and more information and data.
5. They read a lot. While many of their peers spent dozens of hours each week watching meaningless television, these good leaders were reading books, articles, and anything they could to make them a better person and a better leader. Like the impoverished Abraham Lincoln reading books by dim candlelight, these ordinary men and women became extraordinary through their constant and continued learning, regardless of the sacrifice.

Keep in mind that I am looking at common men and women who became good, and even great, leaders. I am not talking about the smartest, the best educated, or the most articulate. These are common men and women who are now extraordinary leaders.

I’ll finish the article tomorrow with the last five. 

Read more from Thom here.

Tags: Leadership Characteristics, Leadership Engine, Staff Development, Thom Rainer

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10 Rules of Thumb for Healthy Churches in America

by: Thom Rainer

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Using rules of thumb to gauge church health is problematic because they are, well, rules of thumb. There will always be exceptions, extenuating circumstances, and even disagreements on the right metrics.

I thus realize I am taking a risk when I publish these broad guidelines. There is the greater risk that someone will take these numbers as infallible and perfectly suited for his or her congregation. Please let wisdom prevail. So many factors, such as demographics, multiple sites, and history will always provide better insights than mere numbers.

Nevertheless, I provide you these ten rules of thumb as a starting point. You can then wisely discern how well and specifically they apply to your situation.

1. Number of acres needed for church site: one acre for every 125 in attendance. This ratio is based on useable acres. That number is affected by zoning requirements, water retention requirements, and property shape, to name a few.
2. Parking Spaces: one space for every 2 people in attendance.
3. Parking Area: 100 spaces for every acre used for parking.
4. Evangelistic effectiveness: 12 conversions per year for every 100 in average attendance. Different congregations used different terminology: conversions, baptisms, professions of faith, salvations, etc. In this metric, the number refers to those in the past year who became Christians and became active in that specific congregation.
5. Seating space per attendee: 27 inches. That number was 20 inches at one time. It has changed due to larger posteriors and greater cultural space desires.
6. Maximum capacity of a facility: 80% full. This old tried and true ratio is still good. When a facility is 80% full architecturally, it feels 100% full.
7. Retention effectiveness: For every 10 new members added per year, average worship attendance should increase by 7.
8. Effective giving; For every person in average attendance, including children and preschool, $26.00 in budget receipts. For example, a church with an average worship attendance of 100 should average at least $2,600 in weekly budget giving. This ratio is obviously greatly impacted by demographics.
9. Maximum debt payment budgeted: 33 percent of annual income for most churches. Up to 40 percent for fast-growing churches.
10. Maximum debt owed: 2.5 times the annual income of the church for the previous year.

So how do you evaluate these rules of thumb? How is your church doing? What would you recommend I change or add?

Read more from Thom here.

Tags: Church Health, Thom Rainer, Vision Frame

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Seven Major Questions When Considering a New Leadership Position

by: Thom Rainer

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Numerous articles have been written about questions a pastor should ask before going to a new church. After listening to hundreds of pastors, I have developed my own list of major issues that a pastor should consider. Some of the pastors I interviewed shared with me why they viewed their ministry as a joyous match. Other pastors told me the reasons their current or former pastorates had been unmitigated disasters.

Throughout this process I saw seven major patterns emerge. I translate them here as seven major questions. While these questions are typically suited for a pastor who is considering a church, they also could be helpful to the pastor evaluating his current ministry. Church members who are in the process of looking for a pastor might find them helpful as well.

1. Am I doctrinally compatible with the church? Make certain you are clear that you know fully all the details of the church’s doctrine, even if you are in the same denomination. And be clear and truthful with the theological beliefs you will bring to the church.
2. Am I the right type of leader for this congregation? Almost all church members will say they desire to reach others. But not all are willing to accept the necessary changes that must take place to do so. The ideal leader stays out front sufficiently so others will follow; but he is not so far out front that his followers mistake him for the enemy and shoot him in the rear.
3. Will I have a passion for the community? The pastor must not only love the church; he must also love the community where the church is located. Are you certain you can love the community sacrificially and wholeheartedly?
4. What are the true expectations of me? Most churches have a generic job description for the pastor. It would fit almost any church. Instead of depending on a job description, ask members what their favorite pastor did to make him their favorite. You will then get a good idea of what they really want you to do.
5. What are the expectations of church members? Is the church a high expectation church or a low expectation church? Will I really be able to equip the saints to do the work of ministry, or will I be expected to do the bulk of the ministry myself?
6. What are the issues of conflict the church has experienced in recent years? How are those issues affecting the church today? Are there some unresolved and lingering issues? What are the expectations of me in dealing with unresolved conflicts?
7. What are the members’ greatest memories in this church? As members begin to describe the perceived best days of the church, you will begin to get a good idea of what’s really important to them. You will then have a more realistic view of your beginning point in the church.

What do you think of these seven questions to help you get to know a church better? What would you add as a major question to ask?

Read more from Thom here.

Tags: Leadership Engine, Staff, Staff Development, Staff Leadership Roles, Thom Rainer

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Closing the Back Door of Your Church: Moving from Entitlement to Servanthood

by: Thom Rainer

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Numbers of gifted persons and organizations have studied the phenomenon of the church “back door,” the metaphorical way we describe people leaving the church. And there will always be the anticipated themes of relocation or personal crises. We should recognize those issues, though we can respond to the latter more than the former.

But all the research studies of which I am aware, including my own, return to one major theme to explain the exodus of church members: a sense of some need not being filled. In other words, these members have ideas of what a local congregation should provide for them, and they leave because those provisions have not been met.

Certainly we recognize there are many legitimate claims by church members of unfulfilled expectations. It can undoubtedly be the fault of the local congregation and its leaders.

But many times, probably more than we would like to believe, a church member leaves a local body because he or she has a sense of entitlement. I would therefore suggest that the main reason people leave a church is because they have an entitlement mentality rather than a servant mentality.

Look at some of the direct quotes from exit interviews of people who left local congregations:

• “The worship leader refused to listen to me about the songs and music I wanted.”
• “The pastor did not feed me.”
• “No one from my church visited me.”
• “I was not about to support the building program they wanted.”
• “I was out two weeks and no one called me.”
• “They moved the times of the worship services and it messed up my schedule.”
• “I told my pastor to go visit my cousin and he never did.”

Please hear me clearly. Church members should expect some level of ministry and concern. But, for a myriad of reasons beyond the scope of this one blogpost, we have turned church membership into country club membership. You pay your dues and you are entitled to certain benefits.

The biblical basis of church membership is clear in Scripture. The Apostle Paul even uses the “member” metaphor to describe what every believer should be like in a local congregation. In 1 Corinthians 12:12-31, Paul describes church members not by what they should receive in a local church, but by the ministry they should give.

The solution to closing the back door, at least a major part of the solution, is therefore to move members from an entitlement mentality to a servant mentality. Of course, it is easy for me to write about it, but it is a greater challenge to effect it.

May I then offer a few steps of a more practical nature to help close the back door by changing the membership mentality? Here are five:

1. Inform church members. Though I do not have precise numbers, I would conjecture that more than one-half of church members do not have a biblical understanding about church membership. Providing that information in a new members’ class can move an entire congregation toward a servant mentality.
2. Raise the bar of expectations. We have dumbed down church membership in many congregations to where it has little meaning. Clarify expectations of members. Again, doing so in the context of a new members’ class is a great way to begin.
3. Mentor members. Take two or three members and begin to mentor them to become biblical church members. After a season, ask them to mentor two or three as well. Let the process grow exponentially.
4. Train members. Almost 100 percent of pastors agree that their role is to train and equip members. But almost three-fourths of these pastors have no plans on how they will train them (see Ephesians 4:11-13). I will address this issue more fully on my blog next Wednesday.
5. Encourage people to be in small groups. Those in Sunday school classes and small groups are more likely to be informed and functioning church members. In others words, there is a much greater likelihood of a member with a servant mentality to be in a small group than not.

What are you doing in your church to close the back door? What are you doing to move members from an entitlement mentality to a servant mentality?

Tags: Connect, Discipleship, Serve, Thom Rainer

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Six Insights for Leading Lay Volunteers at Your Church

by: Thom Rainer

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One of the greatest blessings in churches today and throughout history is the number of men and women who gladly and often sacrificially give of their time and energy to do ministry in local congregations. Indeed, churches across the world would not function as they do without the giving spirit of these lay volunteers. Paid staff alone are not sufficient to do all the work of ministry in any church.

Simultaneously, one of the greatest challenges for leaders in churches today is the recruiting and retention of these lay volunteers. Indeed I have had several conversations with church leaders who have seen significant successes and blessings with the mobilization of laity in their churches. I am particularly grateful for the insights given to me by Jess Rainer of Grace Church in Hendersonville, Tennessee, and Eric Geiger, who recently served at Christ Fellowship in Miami.

These two men, as well as several other church leaders, shared similar stories about their challenges and victories in lay mobilization. In this post, I share with you six insights I gleaned from several leaders who have been successful in recruiting and retaining lay volunteers.

1. Training is critical. In one of our recent studies, almost all the pastors surveyed affirmed the importance of training lay volunteers. Sadly, the same study showed that only about one-fourth of those pastors had any strategy for training volunteers. Training creates ownership that results in motivated and giving volunteers. I am excited that LifeWay will introduce in just a couple of months a new and incredible resource to help churches across the world train their laity effectively and inexpensively.
2. Affirmation should be ongoing. Most lay volunteers don’t get involved in church ministries for the attention or the affirmation. But when leaders affirm their work, it communicates to the volunteers that their work in ministry is important. People want to know they are involved in something that makes a difference. Affirmation gives them that very message.
3. The relationship between the laity and paid church staff should always be a partnership. Church leaders should continuously communicate that all work of ministry is a co-laborship. There is no organizational hierarchy where the laity submits to the church staff. One group does ministry as a calling and vocation. The other group does ministry as a calling and unpaid service. Both are vital in the life of the church.
4. The form of communication with laity is critical. As much as possible, vocational church leaders should spend face-to-face time with lay volunteers. They should learn how those volunteers like to communicate. For some, a text message is fine. For others, they want to hear a live voice. But all of them need some personal interaction with the paid church leaders.
5. Start lay volunteers with bite-size responsibilities. Don’t overwhelm them with a task or ministry that appears daunting. See how they respond to smaller, well-defined tasks at first. From that point, leaders can discern if the volunteers can take on more ministry responsibilities.
6. Communicate with clarity and specificity. Many lay volunteers quit out of frustration because they think their assignments are neither clear nor specific. Don’t assume volunteers have the same level of insights or knowledge as those whose daily work and responsibility is at the local church. It is better to over-explain and to be redundant than to assume the volunteer has significant prior knowledge about the ministry assignment.

How is your church doing in mobilizing laity to do the work of ministry? What are some victories and success stories you could share? What are some struggles you have experienced?

Read more from Thom here.

Tags: Developing Leadership, Thom Rainer, Volunteer Culture

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Ten Things a Church Member Desires in a Pastor

by: Thom Rainer

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Many of my articles come from the perspective of pastors. That will not change in the future. I am an advocate of pastors and I desire God’s best for them. I have no plans to change my advocacy role.

As a change of pace, however, I recently asked a few hundred laypersons to write down what they desired of a pastor. Their responses were open-ended, and there was no limitation on the number of items they could list. Though my approach was not scientific, these laypersons did represent over sixty churches.

Here are their top ten responses in order of frequency. Since many of them gave one or more sentences as a response, I can provide a representative comment by each of the responses.

1. Love of congregation. “If we know that our pastor loves us, everything else falls in place. If he doesn’t, nothing else matters.”
2. Effective preaching. “I don’t have any expectation that my preacher be one of the best in the world, I just want to know that he has spent time in the Word each week to teach us effectively and consistently.”
3. Strong character. “No pastor is perfect, but I do want a pastor whose character is above reproach on moral, family, and financial issues.”
4. Good work ethic. “I don’t want either a workaholic pastor or a lazy pastor.  Unfortunately, our last two pastors have been obviously lazy.”
5. Casts a vision. “Our church has so much possibility; I want to hear what we will do to make a difference in our community and the world.”
6. Demonstrates healthy leadership. “Most of the pastors in my church have demonstrated a good balance; they have been strong leaders but not dictators.”
7. Joyous. “Our current pastor is a man of joy. His joy and enthusiasm are contagious. I love him for that!”
8. Does not yield to critics. “I know that every pastor serving today has his critics. And I know it’s tough to deal with them. I just want these pastors to know that we supporters are in the majority. Please don’t let the minority critics dictate how you lead and serve.”
9. Transparent. “Every pastor that I have had has been open and transparent about the church and the direction we are headed. It sure has made our church healthier.”
10. Models evangelism. “Our pastor is passionate about sharing the gospel. His heart and attitude are contagious.”

What do you think about this list? What would you add from the perspective of either a pastor or a layperson?

Tags: Staff, Staff Leadership Roles, Thom Rainer

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The Executive Pastor: Five Trends

by: Thom Rainer

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For the past four decades the number of executive pastors has grown across America. Before the second half of the twentieth century, the staff position was rare to non-existent. With that growth has come a commensurate growth in confusion about the position. Whereas traditional programmatic roles such as students, senior adults, music and worship, and children have had clearly defined expectations, the role of executive pastor has been nebulous and changing.

Two Historical Broad Paths

In our informal survey over the past ten years, we have noted two major roles assumed by executive pastors. Some held responsibilities related to staff oversight. In some churches, all staff except the senior pastor were under the organizational responsibility of the executive pastor. In other churches, the primary role was staff oversight, but not inclusive of all staff.

The second major role has been business/administrative. Though I am reticent to compare churches to corporations, this role does have many similarities to a chief financial officer in the corporate world.

On some occasions, the executive pastor holds both staff oversight as well as operational leadership. In those churches, there are typically other staff under the executive pastor who help him carry on the heavy responsibilities.

Five Trends

In recent years we have noticed five clear trends related to the role of the executive pastor. Not all executive pastors, of course, would be included in all of these trends, but many would relate.

1. More executive pastors in smaller churches. Ten to fifteen years ago it was rare to find an executive pastor in a church with an average worship attendance less than 3,000. That has certainly changed each subsequent year. Now it is common to see executive pastors in churches with an attendance around 2,000 or even lower. I know of several churches in the 800 to 1,200 attendance range that now have executive pastors, or they are seeking one.
2. More executive pastors have staff responsibilities. Senior pastors of larger churches are eagerly seeking leaders who can provide staff oversight. That has now become one of the principal reasons an executive pastor is called to a church.
3. A growing number of executive pastors are also teaching pastors. Those who hold this dual role are still in the minority, but the numbers are growing. I hear more senior pastors say that their ideal executive pastor would have good leadership skills to oversee a staff, good business and administrative skills to lead the operations of the church, and good preaching and teaching skills sufficient to be in the pulpit at least once a month. The “Superman executive pastor “ is evolving, at least expectations of one.
4. More executive pastors have oversight of multiple venues. I have noted in earlier blogposts the growth of churches with multiple venues. It would make sense then that more executive pastors would be expected to lead the staff and operations of each of these venues or campuses.
5. More executive pastors have a combination of business training and theological training. It is becoming more common to see executive pastors who have, for example, one business degree and one or two theological degrees, or vice versa. It makes sense. More executive pastors are expected to be both theologians and well-equipped business leaders.

What is the Future for the Role of the Executive Pastor?

In simplest terms, more will be expected, both in responsibilities and training. The better equipped of these executive pastors will be in high demand and relatively low supply. It is fast becoming a “hot” church staff position.

When I note trends, I am often perceived to be an advocate of those trends. Many times, as in the case of the trends of executive pastor, I am still processing the information. I am a long way away from becoming either an advocate or a detractor. But I would love to hear from you. My readers typically have opinions, and most of them are good.

Read more from Thom here.

Tags: Staff, Staff Leadership Roles, Thom Rainer

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Aligning New Ministries Within Established Churches

by: Thom Rainer

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If you have ever designed a room or redecorated a house, you know that it is much easier to work with new furniture. You buy furniture with the room in mind. If it does not fit into the design of the room, you do not get it. The challenging part is figuring out where your existing furniture and pictures fit.

The same is true for alignment.

The most challenging aspect of alignment is pulling existing ministries and existing staff in the same direction, especially if they have been moving in opposite directions. It is much easier to align new people and new ministries to the overall direction.

If they do not fit, you simply do not allow them to begin.

According to the research we gathered for Simple Church, we found it is vital that you make sure new ministries fit into the simple process before they begin. Finding out afterwards is always too late.

We asked vibrant and comparison church leaders to state their level of agreement with the following statement: “Before we begin a new ministry, we ensure that it fits within our process.” Of the vibrant churches, 68 percent strongly agreed or agreed compared to 40 percent of the comparison churches. The vibrant church leaders tend to ensure new ministries understand their place in the process prior to their launch.

Checking the Fit

Before you purchase a new pair of shoes, you wear them in the store. You walk around in them. It would be unwise to buy them without knowing if they fit right. Shoes that do not fit are found at the bottom of your closet. They create more clutter. Checking the fit is essential.

Simple church leaders check the fit. Before a new ministry is launched, they ensure it is a viable part of the simple ministry process. They clarify specifically how the new ministry will move people through the process. And they ensure that the leaders of the new ministry understand how the ministry is part of the big picture.

We are drawing a distinction between a program and a ministry. Ministries are different from programs. Ministries are either entire departments (ministry expansions) or specific groups (see ministry additions) that help move people through one aspect of the process.

In a simple church new ministries can be divided into two broad categories: ministry expansions and ministry additions. Checking the fit prior to inception is critical for both.

Ministry expansions are new ministries that are geared toward a specific age group or life stage. The church ministry is expanding to focus intentionally on a specific group of people. The new ministry is going to be a new department within the church such as a new middle-school ministry department or young couples department. In both of these cases, these groups were formerly a part of a different ministry. Now they will have their own identity. For ministry expansions, begin the new ministry with the same simple process. Be sure the programs within this ministry are placed to move people through the process. Ministry expansions are a great opportunity to highlight the simple process. You can begin them without the clutter. You can use these new ministries to show existing ministries the benefits of a streamlined approach.

Ministry additions are new ministries that fulfill a specific function within the simple process. These ministries must be set up to help move people through the process of transformation. For example, the baptism ministry team makes it easy for people to move to baptism. The guest reception ministry helps move guests into the life of the church. If it is unclear how a ministry addition will move people through the simple process, do not launch it.

In either case, whether you are expanding or adding a ministry, always ensure the ministry fits within the larger church process and vision.

If you’re interested in evaluating the clarity, movement, alignment, and focus of your church, you can take a free online Process Design Survey at EricGeiger.com.

Adapted from Simple Church (B&H Publishing Group, 2006)

Read more from Thom here.

Tags: Assimilation, Multiplication, Serve, Thom Rainer

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The Death of the Mall and the Future of Church Buildings

by: Thom Rainer

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I remember the first time I went to a mall. Raised in a small town in the southeastern section of Alabama, I was amazed when I went to the “big city” mall in Montgomery. All the stores were under one roof. They were new and shiny. The venture became an adventure for me.

But that was fifty years ago. Things have changed. Things have changed significantly.

As Jeff Jordan notes in The Atlantic Cities, the future of American shopping malls is tenuous.

The Plight of the American Shopping Mall

As Jordan says in his prescient article, the trends are gloomy for malls. Sales are down. Numbers of malls have closed or they are on the precipice of closing. Vacancy rates are up. Jordan notes “there are more than 200 malls with over 250,000 square feet that have vacancy rates of 35 percent or higher, a clear marker for shopping center distress.” He further provides data that indicate over 10 percent of malls will close in the next five years.

Of course, the declaration of the death of American malls is an overstatement or, at the very least, a premature obituary. Many malls will remain open; a number will remain viable and growing. Still, the trends are unmistakable and unavoidable. Only those who deny reality will fail to note the implications of this issue.

The Relationship to Church Facilities

Is it then fair to suggest any relationship between the decline of the malls and the future of the church buildings? I think so. To be sure, most malls are adversely affected by the growth of online shopping. There are not too many brick and mortar stores that don’t feel the impact of the Internet.

But there is more to the decline of the malls than the rise of the digital world. The Boomer generation has been the generation of bigness and sprawl. Their parents, in the aftermath of World War II, moved numbers of them to the new and massive suburbia. Large malls would soon follow. Most large megachurch buildings were constructed primarily for the favor of the Boomers.

But the children of the Boomers, Generation X and, even more, the Millennials, have been pushing for more intimacy and smallness. They triggered the unprecedented growth of Starbucks. They have been the key movers in social media, which has fostered a new online intimacy.

Among the Christian Millennials there is a desire for greater intimacy in church. They are in many ways triggering a new small group revolution. And though they may not have an explicit aversion to large church facilities, neither are they attracted to them.

The Future Size of Church Facilities

As there will still be large malls twenty years from now, so will there be large church facilities whose worship centers can accommodate 2,000 or more in one service. But you will also see a discernible difference in megachurches in ten or twenty years. Fewer of these large churches will have large facilities. More will have smaller worship centers and multiple venues, many with multiple gathering times and days.

The trend in smaller facilities will not be limited to just the largest of churches. Churches of all sizes will “downsize.” Or, as an alternative, they will not build larger the first moment the capacity feels challenged in their worship services.

A Boomer church leader looks at a small building and limited acreage and sees challenges. He sees the limitations of size and space. A Millennial leader looks at the same building and acreage and sees opportunity. He immediately thinks multiple venues, multiple services, and multiple days.

It will be fascinating to watch these trends unfold. Large malls will yield to online shopping and smaller and more intimate shopping villages. And large church buildings will yield to smaller church buildings and other venues that aren’t “churchy” at all. The result may be that we will see our church facilities actually utilized more; greater facility stewardship could result. After all, only college football stadiums are utilized less than church facilities.

Read more from Thom here.

Tags: Connect, Physical space, Thom Rainer, Worship

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Thirteen Issues for Churches in 2013, Part Two

by: Thom Rainer

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In a previous post, I noted six key issues facing many American congregations. I will discuss seven more issues in this article, and thus provide 13 issues for 2013. As a reminder, these 13 items are not as much prognostications as they are current trends that are accelerating.

1. Innovative use of space. I recently drove onto a church property located on approximately three to four acres. My consultant training told me that 300 to 500 people could worship on that site. The Millennial pastor who was riding with me said that the site could easily accommodate 2,000 in attendance. The younger pastor did not see limitations of times or days of worship. Indeed that generation will cause us to look anew at church space limitations.
2. Heightened conflict. The Millennial generation will not accept church-as-usual. They are shaking the status quo in many churches. They are not seeking to be adversarial; they are simply asking tough questions that those of us in older generations were reticent to address. Anecdotally the greatest resistance to change is occurring in the Builder generation and the older Boomer generation (roughly including those born before 1955).
3. Adversarial government. More public schools and other public facilities will be less accepting of churches meeting in their facilities. Some other local governments are resisting approval of non-tax paying congregations expanding their facilities. New churches and existing churches that are expanding their venues will be forced to become more creative as they look for new locations.
4. Community focus. One of the great benefits the Millennial generation brings to our churches is their focus on the community in which the church is located. They are not content simply to offer ministries to those who come to the church facilities; they are going into the community to serve the merchants and residents who work and live there.
5. Cultural discomfort. Many of the issues noted thus far point to growing levels of discomfort for the congregations in the culture they seek to minister and serve. For all of the twentieth century and even the early years of the twenty-first century, it was culturally acceptable, even expected, to be a part of  a local congregation. Those expectations are all but gone. There is a growing and distinct divide between the values of the culture and the Christian values most churches hold.
6. Organizational distrust. There is a pervasive and growing distrust of institutions in general. Those institutions are found in both government and business, but religious institutions are not exempt from this lack of trust. That diminishing confidence exudes from those both in churches and those who do not attend churches.
7. Reductions in church staff. I am watching this development carefully. Two different forces are at work. First, in many congregations there is a greater emphasis on laypersons handling roles once led by paid staff.  Second, the tough economic climate and declining church attendance are naturally affecting church budgets. Congregations are reticent to fire staff, but more and more are not filling vacant positions.

What is your reaction to these issues? What trends would you add to this list?

Read Part One here.

Read more from Thom here.

Tags: Leadership Engine, Planning, Thom Rainer

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