- Praise God
- Please be praying...
- What Every Church Needs to Know about Marketing: Final Thoughts: If you don't pass the people test, nothing else matters
- What Every Church Needs to Know about Marketing: Part 3: Marketing is about People
- What Every Church Needs To Know about Marketing: Part 2: Marketing is Everything
- Getting Your Current Members to Invite Friends
- Through the eyes of a visitor
- Encouraging progress
- Please be praying
- Bootstrap Faith
- Know Our Hearts?
- Seldom Read But Always Evaluated
- Creating an Experience
- The Bond Between Music and Design
- The Church Exposed
- The Value Principle
- The Nike Effect: Part II
- The Nike Effect: Part I
- Starting New This New Year
- Christmas Revelation from Charlie Brown
- The Video: Speaking Starbucksian
- And The Winners Are...
- The Video: A Treasure Hunt
- The Video: We're Not Like That Church Down The Street
- The Video: Signs of Neediness
- The Video: Death to Papyrus and Comic Sans!
- The Video: Inconsistent Artwork
- A Thanksgiving Thought
- The Video: The Culture Crime
- The Video: Reserved for Barista
- The Video: Real Men Love Java
- The Video: Marketing is more than you realize
- The Video: The purpose of the video.
- What If Starbucks Marketed Like the Church? A Parable.
- re-Branding on Momentum
I am so honored and thankful to have been able to sit down a few weeks ago and chat with Chris Yaw of ChurchNext.tv. Anytime I'm able to share my passion for church marketing and healthy church growth with others is a gift! Check out the video link below for a whole host of insightful questions and honest answers about church marketing, when and when not to promote your church, and the keys to really growing a healthy, thriving church body. Enjoy!
I run across churches all the time that are struggling to break out of their old mold. They see flagship churches execute services flawlessly with tremendous attention paid to the details in areas such as lighting, sound, service flow, building cleanliness and guest services. They see this and think, "We are going to have to do things differently." They are no longer satisfied with how their teams execute church compared to the "model" church they have just experienced (I'll call it WillowBack). They have been enlightened and things are going to change...
This enlightenment is often followed by a knee-jerk get-together with their lead team to talk about what they saw at WillowBack and show them how serious we are about immediate improvement and the unwillingness we should all have to tolerate anything less than this perfection. Team leaders pound the table with passion and commonly say something like, "We just need to get rid of that person who does the PowerPoint. I told him to do it this way and he didn't do it." In their newfound pursuit of improvement, they become ready to eliminate anyone who does not deliver flawlessly. What is driving this leader is a picture in the leader's head of perfection and he is frustrated by those around him who cannot or will not deliver on what he sees. The once happy-go-lucky minister has become a heavy-handed enforcer in the pursuit of flawless execution (which he calls "doing things with excellence"). Does this at all sound familiar to anyone?
Here's the deal... You do not become WillowBack overnight, and the way you learn to execute well is not by creating a culture of tyranny. The secret is standards. Standards are the greatest tool for training your team and they are, for the most part, missing in the church today. Why? I think we feel so grateful for Bob (the guy who volunteers to do the PowerPoint), that on his first day, we do our best to make sure we do not upset him. After all, what if he stops coming? Then what are we going to do? No, what we will do is give him the least amount of information about his duty we can (as we do not have time to really train him) and then we will put up with him not doing it perfectly since he is so faithful (of course he has no real idea what perfection to us is), until one day we get fed up and fire him from his post and crush his spirit by telling how he "never" does it right, when we never trained him what right is.
There's an old adage: Set your expectations, then inspect what you expect. This is about training and managing based on standards. Tell the PowerPoint guy, "Thank you for volunteering, you have joined a team that has very high standards and it's an honor to be on this team. I am in charge of training you and what we will go over are the standards for this position; I will cover not just how to do your job, but why to do it that way. I will give you a vision for what it looks like when you do it perfectly, and we will make that vision into a standard. I want you to be an ace and will meet with you every week for the next month then every month going forward to discuss how well you are meeting the standards. I'm expecting great things from you."
Then, when you meet to give feedback, you are able to collaborate with Bob on how to improve things as he has bought in as an investor in the process of rising to the standard. This is a picture of what managing by standards looks like. Standards are not rules. Rules are what you must do. They are driven by consequences. Standards are what you could do. They are driven by vision. The main difference is the culture that is created. Rules create an atmosphere of fear and trepidation. Standards create an atmosphere of ownership and healthy pride in doing things well.
So here's the deal, you don't do it as well WillowBack. So what are you going to do about it? You have a choice. You can build your change around rules or you can become a better leader and train people to uphold and raise standards with vision. Standards will require more forethought from you as a leader. It will require that you create a visionary job description and give positive and corrective feedback on a regular basis. It will cause you to dedicate more to training than you ever thought you would. It is a lot of work. But, it's up to you.
In the end, would you rather be a part of a church that is known for its rules... or its standards?
As church leaders, we are not necessarily taught to study and understand the variances between different people, different cultures and different mindsets. Perhaps it is seminary oversight, but I am amazed at how this inherent part of Paul’s ministry is not pounded into us. Not only was he able to “become as a Jew to win a Jew”, his letters to the Galatians showed us he had a handle on their struggles, lifestyle bents and mindsets—yet, they were clearly different than what he was able to see in Corinth or Ephesus. Paul was able to distinguish lifestyle patterns in people that they did not see in themselves. This is a developable gift that made Paul much more than a preacher—he was a reacher. He reached people below the surface, right where they lived. And as a result of his tremendous passion and traveling exposure, he was able to understand the variances between people types and use it to help them see Christ.
There is a life being lived by church-goers and outsiders alike that is often below the surface to us as leaders. This is not about token “church relevance” where we feel hip by naming a sermon series after the latest movie. This is about understanding what makes different people tick. Even more, as the average church leader is more strapped with preparing messages, holding onto people through life’s struggles, and keeping the ship afloat, the ability to devote time to truly understanding who is and who is not in our churches is lost. This cycle of struggle eats away at one of our strongest assets in understanding people—exposure. Like Paul, when your exposure to different patterns increases, you are able to see more clearly what you yourself are dealing with. And be assured, every church has definable patterns of culture affecting its health and growth whether they recognize it or not.
Know your strengths: Whom do you reach naturally?
Part of the challenge is that we rarely understand our congregants in their day-to-day context. We do not know them as “socially passive”, “upper-middle-class”, “distinctively un-pretentious”, “good-ol-boys” or as “yuppies”. We know that Bob (an arbitrary member) is a kind and supportive, outgoing volunteer at church—but we do not know that he is really an introvert and challenged to feel confident in social settings in his day-to-day life. Does this matter? You betcha! It explains why Bob, while being such a great helper and worker, has never invited anyone from work to church—ever. And if you have a church full of Bobs, you will probably never lack for volunteers, but you will also never see substantial growth. Bobs are reliable; they just are not necessarily influential outside of church.
Do you reach Bobs? Why do they feel most comfortable at your church? Not sure whom you reach? Maybe to understand the types of people you have in your church, you should start by looking into your surrounding community and defining who is not coming to your church. What are they like? When you think of the big church down the road, what kind of people go there? How are they different? Now, look at the people in your church. What are some of their common attributes—socially, economically, in their personality and predisposition—what about their age? Industry? Heritage? Knowing whom you resonate with is a key to understanding your strengths and weaknesses.
Even more, a high concentration of Bobs might make it hard for non-Bobs to feel comfortable. This might have nothing to do with the minister, it might be that you have a Bob-driven culture—a church where Bobs feel comfortable and flock together, and that those with a different social disposition never really feel at home.
Know your calling: Whom do you long to reach?
You can always be stretching to reach more kinds of people, but you must be truly honest about whom you are good at reaching (of note: “good at” might be an insight into your calling—it might also be an insight into whom we have gotten “comfortable with”). Knowing who you are good at reaching is not enough. Paul was a mega-Jew—certainly good at reaching them, but deep down he considered himself an apostle called unto the Gentiles.
God is trying to put people on your heart. If you can find an intersection between your strengths (whom you reach naturally) and your calling (those your heart draws you towards), you have a sense of your target. If you decide that you are not willing to consider the target question, what remains is to water down your pursuit of all with those whom you have little ability and little heart to reach. Doesn’t sound very productive, does it? This is why the targeting question is so important—it causes us to analyze who we are and build to our strengths and calling. Following God’s unique calling for your church might ultimately require that you accept that God can use other churches to help reach those you might not be able to.
Knowing your target strengthens your resolve and clarifies your methods.
We are fishers of men. Like good fishermen, we must start by understanding the type of fish we are going after. Then we determine if you need a net, a rubber worm or a fly lure. The target is found from being open to understand people and hear God’s voice. He is crying out for all of them. He has equipped you for reaching certain ones with a unique gifting. Who are they? Is your church equipped to serve them? The method (how you actually “do church”) follows the target. Get this. This is the most important thing. The method follows the target. What color should the carpet be? How long should we worship? What should we preach on? What should the logo look like? It all becomes easier. Who you are trying to reach? Once you know who you are pursuing, how to pursue them becomes much more clear.