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What Does Your Church Lobby Communicate?

Posted on December 11, 2012 by in Conflict, Idea Sharing, Leadership, Organization

Here is an interesting blog from Steve Law. Check you lobby out and see what you think.

–Mel

The Church Lobby

Your church lobby tells new people in about 3 seconds the kind of people that your church wants to have. Okay, maybe just 2 seconds. It is really, really, really fast and most churches do not even know what they’re doing.

I walked into one church and this is what I saw:

  • Faded, worn out mauve carpet that “died” several years ago
  • Furniture that I last saw in my 80 year old aunt’s house – and she died 25 years ago
  • Bare walls on one side and pictures of old stuff on the wall
  • A chandelier

I looked around to see if it was a church or funeral home – everything told me I was in a funeral parlor or at least a place that my great Aunt Clara (born circa 1900) would enjoy. It was like a museum – okay, you get the picture. It was not a drawing card for 20- and 30-somethings. It was not even attractive to anyone under 60 – but most people had seen it for so long that they felt it was just part of the church. But anyone who was new to the church and walked in there was immediately turned off by what they saw.

Tomorrow morning – walk into your church lobby and look at it as you never have before. Look at the lighting, the walls and what is hanging on the walls. Talk with people about the furniture and ask them if that is something they would see in a home of a young family (presuming that family had some money to buy furniture they like).

Then, ask yourself if the kind of lobby that you have is representative of the age bracket of the people you want to attend. Or was the furniture put in there by an older generation because that is what they’re comfortable with? Be intentional about your lobby – it is one of the first impressions people will have about you. Make it a good one, a positive one that will make you look good. Spend some money; recruit some young women or men to be the interior decorators for that area (and then tell them to take on your bride’s room if you have one and update it!); AND then, in about 10 years, do it all again with yet new furniture.

Every time you update your look, you directly affect the age of people that come (and come back) to your church.

Lead On!

Steve

http://churchfinancialleadership.blogspot.com/2012/12/the-church-lobby.html

Creating Organizations That Value Ideas

Posted on December 4, 2012 by in Change, Culture, Organization

Adapted from Gwyn Teatro – http://gwynteatro.wordpress.com/2012/11/25/6-ideas-about-creating-organizations-that-value-ideas/

John Cage once said, “I can’t understand why people are frightened of new ideas.  I’m frightened of the old ones”

Now, more than ever, businesses are having to rethink their product and how they deliver to market.  A number of longstanding companies who failed to do that are now either out of business or in some serious bother because, either in whole or in part, they have found themselves being outpaced by technology and consumer demand for ever evolving applications.

So, the question, (or at least one of them) is, how do we build organizations that actively value idea creation and development?

Some companies will say they have processes in place that encourage people to offer their ideas.  I would argue that creating mechanisms through which to feed ideas is not enough, no matter how sophisticated the process.

To really engage people in sharing and developing new ideas, I rather think we have to create cultures that will support it.  That’s a bit trickier.

So how might this be accomplished?  Well, I’m sure you have some thoughts about that.  Just to be going on with though, here are some of mine:

Give people the opportunity to deeply understand the purpose and vision of your organization.  ~ People who have a clear grasp of why their organizations are in business and what they hope to achieve in the future will tend to set their brains in that direction when searching for solutions to existing problems or anticipating future ones.  Perhaps too, they will be more likely to use their creative juices to pre-empt organizational issues before they arise.

Build a Safe Environment for Idea sharing ~ putting forth a new, possibly even bizarre idea takes a lot of courage.  People have to see the risk as one worth taking and operate in the knowledge that they will not be judged, derided or punished in any way for sharing their ideas.  Not all ideas are going to be good but among them, there are bound to be some great ones that might not have surfaced if the working environment is such that it values censorship over creativity.

Learn to encourage and value diverse opinion ~ People look at things based on their own experiences and biases.   If we all thought alike or hired only people who thought like us, we would no doubt miss a great deal.  To generate ideas that are future oriented we must invite diversity into our conversations.  That means letting go of the reins of our own strongly held opinions long enough to listen to the possibility that there might be a better way.

Challenge ideas not people ~ While this is part of building a safe environment for ideas to be shared, in the heat of a moment, it is easy to slide criticism away from the idea and onto the one who brought it up so I think it bears repeating.

Acknowledge, Acknowledge and Acknowledge some more ~ Acknowledgement is integral to building an organization that values idea generation and development.  I think we all know that.  I’m just not sure how many of us provide it. It really doesn’t have to come in the form of fancy recognition programs.  It just has to be sincere and timely in its delivery.

Shift the perspective of knowledge as power~   We have become used to the notion that knowledge is power so we’d better hang onto it.  So many of us are reluctant to share what we know because we fear loss of leverage of some kind.  In this new century though, the power comes from the collective.  Business success lies in our ability to collaborate, not hoard.   That means building organizations flexible enough, daring enough, strong enough … to invite people to rethink their whole corporate existence and use the ideas that come from it to move them confidently into the future.

When Inward Drift Comes to Church

Posted on November 30, 2012 by in Church Development, Coaching, Culture, Evangelism, Leadership, Organization

Tonight I read an excellent blog by Thom Rainer. It is helpful for all leaders to consider if their churches and organizations have begun an inward drift.

Mel

—————–

Established Churches and Inward Drift

http://www.thomrainer.com/2012/11/established-churches-and-inward-drift.php?utm_source=feedburner&utm_medium=feed&utm_campaign=Feed%3A+thomrainer%2Frss+%28thomrainer.com%29

All organizations tend to lose their focus and forget their original purposes over time. I call this almost imperceptible movement “inward drift.” The attitude becomes one of protecting the way we’ve always done it rather than looking back to the original purposes and reasons for existence. Numbers of stagecoach businesses failed, for example, because they thought their primary purpose was to make stagecoaches rather than to provide reasonable and rapid transportation.

The primary dangers with inward drift are twofold. First and foremost, the organization can forget the very reason it was created. Second, the drift is often imperceptible. Many organizations don’t realize there is a problem until it’s too late.

When Inward Drift Comes to Church

Local congregations are not immune from inward drift. To the contrary, the vast majority of churches in North America are likely in crisis because of the negative impact of inward drift.

Some of the labeling of congregations is unfortunate. Particularly, when we speak of “traditional churches” or “contemporary churches,” we rarely come to consensus on a clear definition. My son, Sam Rainer, popularized the term “established churches,” a term I prefer to use today. An established church is simply a church that has been in existence for a few years and is thus susceptible to inward drift. Indeed most any church three years or older will likely begin to experience some of the symptoms of inward drift.

When an organization such as a for-profit business begins to experience inward drift, it will change or die within relative short order. The marketplace will not buy its goods or services if the company doesn’t address the needs and the hearts of the consumers.

An established church, however, can exist for years and even decades with inward drift. The church may not be making disciples. It may not be reaching the community and the nations with the gospel. But it continues to exist more as a religious social club than a true New Testament church. Its members and constituents are willing to fund the congregation since it meets their perceived needs and desires.

Signs of Inward Drift in Established Churches

The signs of inward drift in an established church are clear even though the members don’t often recognize them:

  1. Most of the ministries and programs are focused on meeting the desires and needs of the members.
  2. The budget of the congregation is directed primarily at funding the projects and even comforts of the members.
  3. Conflict in the congregation is not uncommon since members are more concerned about getting their perceived needs and desires met.
  4. There is little to no focus on evangelism, reaching out to the community, and getting the gospel to the nations.
  5. Leadership is weak and reticent to address the problems, because that leadership emphasis could disrupt the status quo.

Addressing the Issue of Inward Drift in the Church

I recently drove through my hometown. I lived in the same house and the same town for my first eighteen years of life. But it had been more than a decade since I visited the town. I was shocked. Businesses on the main street were closed. Some were boarded. Many of the homes I knew and loved had deteriorated greatly. The major industries had exited and left large vacant buildings. It was almost a ghost town.

Someone who had never left the town, though, told me that things were really going well there. They were serious when they said it had not changed much since I left. For me, the change was stark and shocking. For him, it was slow and imperceptible. When we fail to see the deterioration that is taking place, we will not see the need to make changes to reverse the course.

Such is the crisis in many of our established churches today. And it is that imperceptible inward drift that often makes it so difficult to lead a congregation toward healthy change.

 

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