6 Things to Consider Before Taking A Risk

Risk-taking in the church is an interesting topic.

It may facilitate risk-taking if we first examine what we are risking.

Let’s not name the innovation. For now, let’s focus on the process of implementing change by adopting risk.

Here are some things to consider:

• Tradition.
  
  Tradition is important. It provides continuity. It helps groups of people define themselves. It is not, however, necessarily sacred—even though most of what we call “church” stems from tradition!

  Abandoning tradition cold turkey is asking for trouble. Handle with care.
  You need your current members!Here’s a hard reality.

  Most people do not go to church to move and shake the world. Most people consider a $5 bill in the offering plate the biggest risk they are willing to take. Most people get involved in church for their own comfort and peace of mind.

  Every church has two populations — the people who are happy and think everything is already great and church leaders who are responsible not only for peace and happiness but for moving the church in a mission-oriented direction, which may threaten happiness. Leaders, clergy and lay alike, can fall into the trap of thinking that things are moving forward if everyone is happy. Upsetting the status quo without imploding contentment is the job of true leadership. (It’s not easy!)

  Existing members are your potential evangelists. New members will be watching how you treat existing members.It’s a new world. Ten years ago you could ignore people and they had no voice. Everyone has a soapbox these days. Ignore existing members at your own peril. Honor tradition with sensitivity.

• Expenses.
  
  Risk involves change. Change costs money. Every entrepreneur knows that you must spend some money to implement change.
  The church has not yet learned this lesson.

  Every dollar in the church today is coveted. Regional leadership does not want financial risk that might be passed on to them if failure might occur. They therefore keep an eye on troubled churches to guess what the optimal time might be to shut down ministry and gain the assets. They encourage risk in theory, but in practice—watch out! If your identified risk threatens cash or property assets, the regional body is likely to try to become involved. They are likely to have their own interests in mind—not the congregations.

• Relationships with professional leaders.
  Your leaders will not want your church’s failure on their résumé. They may encourage risk-taking in theory but disappear when the going gets tough—and it will!

  Change isn’t easy.

  Risks may lead your congregation to areas of ministry for which your current leaders have no skills. The pastor everyone loves may be very uncomfortable with the direction you decide to take.

  Same goes with auxiliary staff. An organist might be threatened by the idea of a praise band. A Christian education director may not understand online learning in the religious sphere. Be prepared to deal with this. Reassure your leaders that they will be supported with training and lay support. If you cannot provide this assurance and your leaders seem unlikely to cooperate, be prepared to look for new leadership with the skills you need.

  This is often necessary but traditional church custom values the concept of a settled pastor over innovation. Be prepared for stonewalling from three places—some members, pastors, and regional managers. (A key priority of regional managers is placing and pleasing clergy.)

• Alienation.
  
  Your current happy members may not recognize the church you are about to become. Address this early. Try to make everyone a part of innovation. Move slowly when possible. When speed is needed, give those who are slower to accept change something to hang on to. Find something within their comfort zone for which they can be responsible with success.

  Good leaders nurture all. Poor leaders pick and choose followers and consider anyone who may resist to be expendable

  Risk-taking is not all about you and your leadership. The focus is mission.

• Transparency.
  
  Transparency is easy when things are rolling along with no intentional plan for the future. When planning for innovation and risk-taking, leaders have a tendency to become less transparent. They think they are avoiding trouble.

  Wrong!

  If leaders expect anyone to follow, they must be clear about the risks. Communicate all aspects of your potentially risky mission plan clearly, often, and in different formats.

  It shouldn’t hurt to point out that risk-taking is part of Jesus’ plan. He was pretty open about that with his disciples. He promised rewards. He also promised danger.

• Failure. 
  Innovation requires both risk and failure. We learn from mistakes. Risk-taking demands a mindset that understands failure. Unfortunately, the move toward risk-taking is overdue and so the risks are more expensive and the consequences potentially more dire. A struggling congregation may have resources for only one or two risks before its infrastructure will crumble.

  That’s all the more reason to be careful. But it is not a reason to avoid risks.

  There are probably “I told you so’s” waiting to be delivered at the first sign of failure.

  Prepare for the inevitable troubles with flexibility. Have a Plan B, C, and D, in place before you implement Plan A.The irony of risk-taking: Failure to take risks may lead to ultimate and permanent failure.

In Conclusion

People avoid risks. But they also glory in the success that taking risks can bring about. Take risks. But be prepared. Risk-taking is a leadership skill. Make sure your congregation has this skill. If you don’t have it, find it! It’s worth the cost.

Nothing ventured, nothing gained.

photo credit: Cayusa via photopin cc