I suspect most church leaders want their churches to numerically grow. Such church growth, though, is often elusive to many church leaders. While there is no guaranteed formula for achieving numerical church growth, there are certainly well-established ways for a local church not to grow (which I will refer to shortly). There are some churches that experience rapid growth then, just as rapid, experience decline - and are often bewildered as to why. Perhaps it is not true in every instance, but often this happens because of how these churches process problems. That is, churches which are ill-prepared for dealing appropriately with problems inevitably will probably experience numerical decline. This is why every church which is seeking to sustainably grow numerically must know how to process problems in a healthy way.
SEEING PROBLEMS DIFFERENTLY
The late David Cartledge told me something quite counter-intuitive about what was the measure of a good leader:
“The measure of a leader is determined by the size of the problems they solve!”
I have never forgotten this gem of wise insight from Dr. Cartledge. This comment has significantly helped me to grow as a leader and to view problems quite differently. Rather than seeing problems as roadblocks, hindrances, distractions, or setbacks - I began to understand the relationship between problems and the growth of a leader. (Every parent understands this problem:growth relationship as they help their young children grow into adults as they help them to learn how to deal with increasingly complex life problems.) By viewing problems as an opportunity for growth, a leader can then approach these problems with the aim of resolving them rather than retreating from them. By seeking to resolve a problem a leader becomes teachable and open to learning new solution strategies. This leads to him or her becoming more equipped to deal with similar but bigger problems next time.
I have noticed that when a church leader stresses too readily over minor setbacks or disappointments, the confidence placed in them by those they lead tends to be diminished. Similarly, when a volunteer, team or department leader is confronted with a problem which is overwhelming them - and their senior pastor shows them how to solve that problem wisely, their confidence in the senior leader grows. Thus, dealing with problems, rather than avoiding or denying them, is essential if a leader and his or her church wants to grow. However, the problem:growth relationship is also inversely relative...
GROWTH CREATES NEW PROBLEMS!
It’s almost like the classic problem of which came first - the chicken or the egg? Not only does solving problems within a church potentially lead to numerical growth, numerical growth creates problems! The first (and ongoing growth problem) is resistance to change. An anglican church growth consultant used the analogy of retail businesses to illustrate this growth problem.
1. Consider the mum and dad corner-store. In Australia these used to be called milk bars. They sold bread, milk, newspapers, cold drinks, a few essential grocery items, and confectionary. These stores would have a regular number of customers from around the neighbourhood. The store owners knew many of these customers by name. Churches with up to 70 regular attendees are run like these corner-stores.
2. The independent hardware store. These stores may be privately owned by one owner, but will have a few staff also employed. The owner is known by those who shop in his store, and he knows some of them by name. Churches with 100 to 180 regular attenders are like these stores where there is a senior minister who also employs one or two part-time assistants.
3. The department store. These are larger stores which sell a variety of goods that are organised into departments. The manager of the store is probably not the owner and therefore is not personally known by the customers. There could be around 20 or more employees with some of them working as department managers. Churches with 200 - 700 regular attenders are like these stores where most congregants do not deal directly with the senior minister but do have a pastoral relationship with assistant pastors who oversee a department of the church.
4. The Shopping Centre. These are the largest retail expressions where nearly everything that is ordinarily sold, is available for purchase. These shopping centres include large department stores, specialty stores, entertainment, dining, and comfortable environs and décor. Customers do not generally know who the centre manager is - and probably do not mind this. Their concern is that they can comfortably shop and get what they want when they want it. These centres cater for people from all backgrounds, ages, and tastes. Churches with a regular attendance of 2,500 - 5,000+ are often like these shopping centres (and are referred to as “mega churches”. The senior minister is probably a gifted orator whose preaching/teaching is what attracts people to the church's Sunday services. But this is also supplemented by professional level worship singers and musicians, a well-run concurrent children's program, professional quality multi-media presentations, and clearly defined discipleship pathways which enable people to get involved and utilise their gifts and ministries.
Consider these four scales of church growth and consider the challenges that would have been encountered by those leading in #1 to grow to the size of #2. Imagine the circumstances where this growth may have been foisted upon the mum and dad because of overwhelming customer growth and demand. It is not too difficult to imagine that this mum and dad may have been overwhelmed and decided to sell their small business to someone who was not overwhelmed by the prospect of this growth - in fact, the new owner may even look forward to the challenge of restructuring this business so that it could grow. This is a scenario faced by many type #1 churches and pastors.
CONCLUSION
No matter what type of church it is, problems will arise and need to be wisely dealt with. As church leaders and churches grow, commensurate problems will arise. These problems should not thought of as unusual. Consider the narrative through the Book of Acts. In nearly every chapter there is a problem > solution > growth pathway.
Note the problem which led to the initial restructuring of the church's leadership and ministries:
Acts 6:1 ¶ Now in these days when the disciples were increasing in number, a complaint by the Hellenists arose against the Hebrews because their widows were being neglected in the daily distribution.
Acts 6:3 Therefore, brothers, pick out from among you seven men of good repute, full of the Spirit and of wisdom, whom we will appoint to this duty. Acts 6:4 But we will devote ourselves to prayer and to the ministry of the word.”
Problems force us to humble ourselves and seek the help, assistance, and advice of others. This is an important ingredient in growing stronger. While prayer is essential and important for solving overwhelming problems, too many pastors deny themselves the means of growth that is derived from wise and godly counsel because of pride - or perhaps, ignorance. If you want your church to grow it begins with a willingness to seek it and to be transformed by God's Spirit so that it can happen — which means this growth will commence in you first! I encourage you to seek the kind of growth that strengthens you in wisdom, knowledge and character. And this can only begin to happen when a leader is committed to humbly following Christ and heeding His Word.
I welcome your feedback below.
