After accepting the call to my present congregation, I met with church consultant Lyle Schaller, who has resided in our community for years. He told me more about the city and its people than all the demographic studies I had read.
One comment raised my eyebrows.
“Be careful what you ask your people to vote for. In this town, they’ll vote in favor of anything-in the city, a new tax increase; in the church, a new building program-even when it is not needed. Because they know they will not have to be around to pay for it.”
Several years later our church voted to build a needed $2 million sanctuary and educational facility. Recently in our building committee, we were bellyaching about receipts not keeping pace with financial projections and the significant number of families that had come and gone. One man said his wife had found an old church directory: “We’ve lost fifty-six families in two-and-a-half years.” Schaller’s words rang in my ears.
Naperville, like many other towns in our mobile society, is a revolving door. The local Chamber of Commerce estimates that the average newcomer will stay little more than three years. Within eighteen months of my arrival, five of the ten families on the pastor-search committee had moved. During my eight years as pastor of this church, I feel as if I’ve pastored three different congregations.
What does it take to lead a church in a high-turnover community? How can you pastor a church when it’s constantly changing?
Teachable transitions
The heart and life of my church are incoming members. If my church disregards the new residents of its community, it will dry up and die. But they must be understood.
Ted and Nancy moved to our church from Texas. Both have master’s degrees and are on a management track with large companies. They work long hours; what little time they have is spent with their family. While they make a lot of money, they also spend a lot, especially on their home, choosing to put much of their purchases on credit cards. They came to me recently, teetering on the brink of burnout, wondering if the price they had paid for success was too steep.
Ted and Nancy are not alone. Bill recently spoke to me following a message I had given on the purpose of life. He said, “I hate those kind of messages.” I wondered why. Bill seems to have life together-an excellent job with a major oil company, a beautiful family, the toys and gadgets associated with a successful life. But a message on the meaning of life brought him under conviction. He has relocated a half-dozen times in his short adult life, simply because the job demanded it. While those moves increased his net-worth, he questions his self-worth.
Sally moved to our community six months ago. She has been torn away from family and friends and transplanted to a place where she does not know anyone. She hungers for community and social contact. She called recently to ask if I knew anyone her age with similar interests.
As I have watched these movers and shakers come and go, I’ve reaffirmed my belief that the church is in a tremendous position to provide a stable and healthy environment for relational growth. Once newcomers break through the social barriers and become assimilated into the life of the church, friendships and relationships are established that last long after the families have moved apart.
Furthermore, during times of transition, dormant needs become active, such as marital problems, financial concerns, and parenting issues. My church and I have an opportunity to assist such people. Life’s transitions are, perhaps, the most teachable moments.
Implementing strategies
Given the ever-changing make-up of the congregation, I often feel like a football coach at the beginning of each season. The plans that worked with last year’s congregation may not work this year because the personnel is different.
I’ve learned some coaching strategies that help me work with a changing team.
Enlist people in tandem.
We strive to have co-teachers in each Sunday school and Bible study class, and co-leaders for each committee or ministry team. This eases the load for the teachers and leaders while guaranteeing a trained leader when one is out of town. More important, when one leader is relocated, the class or committee is not left with a void.
Recently Bill, the coordinator for our men’s ministry, retired to a state with a warmer climate. Bill had started our men’s ministry. He set up an exciting program involving many men, including Jim as co-coordinator. When Bill moved, Jim stepped in; the ministry never missed a beat.
Abide by a “two-hat” policy.
When I came to this church, I was greeted by Paul. He was serving as a deacon, Sunday school teacher, and church treasurer, not to mention other miscellaneous jobs. Paul was a valuable asset not only at church, but also at work. When he was promoted to a new assignment in Houston, one person left three gaping holes in leadership.
We learned our lesson. Since then we want people utilizing their gifts in no more than two responsibilities. This is to protect their health, to prevent them from becoming burned out. It also prevents the church from being burned when a person engaged in many responsibilities leaves.
Involve people quickly.
We plug newcomers into service as quickly as possible. In fact, if we don’t involve people in ministry within thirteen weeks of their coming, we may lose them.
Dave came to our church from a liturgical background. Baptist ways of doing things were a little foreign to him. His executive job involved much travel, even on weekends. Yet he wanted to be involved.
“I’ll be an usher,” he said. “There’s not a great deal of difference from ushering in a Baptist church than in an Episcopal church.” We agreed. He stepped in and did an outstanding job. He’s now the usher coordinator, helping others to understand servanthood.
Open many doors into the church.
We offer many entry points into the life of the church-softball and basketball leagues, men’s and women’s fellowships, picnics, concerts, fellowships are just a few. We keep church activities visible to the community through banners along the highway, radio announcements, newspaper ads, and periodic direct mail pieces.
Leadership strategies
Pastoring a church with a revolving door has also required me to think about my role. Here are several things I keep in mind:
I’ll outlast my critics.
while stressful and frustrating, serving a transitional church affords me some luxuries. Since I’ve been in my present location eight years and the average stay for a typical resident is three years, I have outlasted most, if not all, of my opponents.
I once exchanged verbal blows with a deacon in a church council meeting. He threatened me by saying, “I’ll be here longer than you!” He has been gone for several years now.
I’m the history-bearer.
In many churches it’s the pastor who relocates every two or three years, so the members of the church carry on the history and tradition. Not so in my context. I’m forever reminding present members of past victories, painful experiences, and our developing identity. I know I’ve succeeded when an incoming member refers to Naperville Baptist as “my” church.
I must resist the temptation to recycle sermons.
The way my congregation turns over, I could recycle sermons every two or three years, and no one would know. But with a changing congregation comes changing needs. I need to discover the changes, know the members better than they know themselves, and address them where they are living right now. That’s difficult, because the target keeps moving. Annual surveys, focus groups, and input from the leadership keep me current and, I hope, on target.
I have a great resource: Most of the Bible was addressed to revolving-door people, people on the move. The Bible is a book about wanderers written to wanderers. From Adam to Abraham to the prophets to Jesus to Paul, everybody seems to be looking for a place to call home. Each text comes alive and has powerful application to hearers who are playing a giant game of musical chairs.
I must repeat myself often.
With each passing wave of members, I’ve realized the importance of casting the vision for this church. Often I feel I am repeating myself. But the changing congregation needs to be pointed repeatedly in the direction the Lord is leading.
I preach an annual vision sermon. Every quarter I bring together all the church leaders to a leadership summit. I teach a monthly new members’ class. At each meeting, I reinforce our vision, our philosophy, our strategy, and why we do church this way.
I need to be replenished regularly.
To keep from being depressed and dazed by the speed of the revolving door, I need a place of quiet and safety in the midst of the turnover. That place has been my relationship with Christ, a few loyal and supportive friends, and periodic times of rest and refreshment.
Christ keeps me focused on eternity. He reminds me that it’s his church and he’s in control. My friends remind me of the big picture. They encourage me. They help me see the trends and changes in a positive light. They let me know I’m not alone and give me hope. The periodic escapes replenish my soul and nourish my mind. Away from church, I’m reminded that church is not the only element of my life. These times grant me perspective.
It ain’t all bad
For now, the door has slowed a bit, and I’m able to stand back and look at my church with an enormous sense of satisfaction. Our building is nearing completion. New staff have been hired, and others are being interviewed. We are well on our way to the next leg in the journey. God’s plan for this church is falling into place.
Recently, a former church member was back in our city on business and came by my office. He said, “Rick, I just wanted to let you know that I miss this church. There was a great sense of community, practical messages, supportive and helpful ministries for my children and family. Thank you for your investment. I know we were here only a short time, but you and this church made a difference for my family.”
That makes all the difference to me, too.
William Richard Ezell is pastor of Naperville Baptist Church in Naperville, Illinois.
1997 by Christianity Today/Leadership Journal.
