There can be no better place to begin addressing this question than with the new, life-long research of George Bullard[1]. Over four decades, with an in-depth investigation of congregations from thirty different denominations (including the Disciples of Christ), and working as a consultant, coach or teacher to more than a thousand congregations and five hundred denominational organizations, lecturing in numerous seminaries and divinity schools in North America and training almost a thousand consultants and coaches in strategic processes related to congregations, Bullard has earned the right to be heard.

He warns, though, that the cumulative data on culture change will be a fast ride, as if we are trying to "drink from the Fire Hose."

An individual congregation is ready for a "Strategic, Spiritual Journey" if, on a scale of 1-10 (with 10 being the highest), strong scores are achieved with reference to the following test questions:

• Our congregation has a strong, clear, and passionate sense of our identity involving mission and purpose [who we are>], our core values [what we believe or highly value], our vision [where we are headed], and our spiritual strategic journey as a congregation [how we are going to get there].
• Our congregation is doing well at attracting people to a Christ-centered faith journey [evangelism], and at helping people who are connected with our congregation to be on an intentional and maturing Christ-centric faith journey [discipleship development, and sensing the Holy Spirit's call on each life].
• Among the results of the faith journey of people in our congregation is a deepening spirituality, the development of numerous new leaders, and a willingness by many people to get actively involved in congregational leadership positions and in places of ministry service within and beyond the congregation [lay mobilization].
• Our congregation has excellent, flexible management systems [teams, committees, councils, boards, leadership communities, accountability groups] that empower the future direction of our congregation rather than seeking to control that future direction.
• Decision-making is open and responsive to congregational input. Finances are healthy and increasing each year. The management systems are supportive of the visionary leadership efforts by the Pastors, Staff, and Congregational Leadership.
• We are demographically reflective of the people we seek to serve in our target geographical area [cultural relevance/engaging the culture] in gender, age, race, ethnicity, culture, socioeconomics, and lifestyle.
• Our Pastors have a genuine commitment to transformation so that our congregation will reach its full kingdom potential.
• In addition, our Pastors are highly respected by our congregation, who will proactively support an initiating style of leadership and vision casting.
• I can name seven (7) percent [which in our case would be 14 people] of the average, active, attending adults in our congregation, who are present on a typical week for worship, who have a positive and passionate sense of urgency for transformation and change (people of 'passion' / i.e. "informal leadership / Influencers").
• These people of passion also have the spiritual, leadership, the strategic knowledge and maturity to appropriately initiate and champion transformation and change within our congregation.
• Our key lay leaders have a genuine commitment to transformation and change [People of 'position' / i.e. "formal" leaders by election or appointment].
• In addition, this congregation highly respects these people of passion and/or position and will support their leadership in a spiritual, strategic journey toward full kingdom potential.
• Our church has grown in membership and weekly worship attendance during the past five to ten years by a minimum of 10-15%, (or this percentage in direct relationship to the growth or decline of the target geographical area served) --- [this being the required, minimum "base line" to replace natural attrition].
• Our congregation has clear, open, healthy communication channels to deal with any issues that might disrupt its fellowship or unity, and perhaps produce unhealthy conflict (communication and conflict). We use our diversity to build a deep, qualitative sense of being on a common journey. We know how to disagree, without being disagreeable in a way that can destroy our relationship with God and one another.

That's about it...Did we "pass" and are we "ready?" Take the test, and let us "fix to" begin.

Roger Sizemore, Ph.D.
26 Aug 06

Endnotes:

1. Pursuing the Full Kingdom Potential of Your Congregation, St. Louis: Lake Hickory Resources/Chalice Press, 2005. See, also his "blog," www.Gbullard@hollifield.org

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