Most churches never set out to grow.
Churches talk about growth all the time — even when there is little or no growth evident across a denomination. Denominations can even adopt airs of successful growth in their convocations and publications, camouflaging double digit decline.
Why is growth desirable? Is it because of the Church’s burning need to save souls, or is it to meet the escalating costs of Christian community? There is surely some of both in the answer and other options. Nevertheless, it might be worthwhile to ponder what is really spurring the current demand for growth and change.
The problem is that we are measuring success by statistics that no one really set out to fulfill.
Imagine how big every church would be if for the last 100 years every congregation accepted 20 new members net (allowing for natural attrition). Twenty new members each year should be a modest goal for a church that is growth-oriented. It should get easier every year and explode exponentially!
It rarely happens!
Most churches and church communities are designed to fill the needs of the founding members. Growth to keep up with the economy was not in their crosshairs. Special ministries to changing communities were not what most members signed on for.
Most congregations and clergy are content when numbers provide a sense of stability.
Look at the average church building erected 100 or 200 years ago. Most were not built with growth in mind. Many were situated on donated land and built to fit the lots and house the existing worshiping community. The biggest number in mind was how many might show up on Easter morning and Christmas Eve.
When growth happened, older buildings were abandoned, new ones built or wings were added. In some cases the only option for growth was to add worship services. But these days services are often added for convenience or worship style options — not to accommodate growth.
If growth is so important, why isn’t it planned from the beginning?
When are extra pastors added? Answer: when growth has already happened and the congregation can afford an additional salary. Extra hands are rarely sought when the mission work justifies it but only when there are already more service needs and a foreseeable budget to sustain those existing needs.
If growth is truly a goal and more hands are needed to achieve growth, we have to start thinking outside the foresight of our founding matriarchs and patriarchs. We have to return to true mission, not economic salvation.
We have to provide help where it is most needed — neighborhood churches. Yes, even the small ones. That’s where true denominational growth will take root.
The temptation for denominational leaders is to look for easier success formulas and provide the strongest support to the congregations who can sustain their current budgets—for the time being, at least.
We have to take some chances.
Where do we start?
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