The Church Revitalization Podcast – Episode 253
We all know the excitement of launching a new ministry initiative or implementing a fresh strategy to reach our community. We pray, plan, and pour our hearts into these efforts, hoping to see God move in powerful ways. But let’s be honest – sometimes our best-laid plans fall short of our expectations.
If you’ve ever felt the sting of a strategy that didn’t quite hit the mark, you’re not alone. Even the most seasoned leaders and thriving churches occasionally find themselves scratching their heads, wondering why a particular approach didn’t yield the results they anticipated.
The good news is that many strategy failures can be traced back to a handful of common mistakes. By identifying and addressing these issues, we can significantly improve our chances of success and steward our resources more effectively for Kingdom impact.
Today, we’ll explore three key reasons why church strategies often fail and, more importantly, how we can overcome these challenges. Whether you’re planning your next community outreach event, considering a facility upgrade, or mapping out your church’s long-term discipleship strategy, these insights will help you approach your strategies with greater wisdom and confidence.
Let’s dive into the three critical mistakes that can derail even the most promising church strategies – and learn how to avoid them.
Mistake #1: Lack of Planning
One of the most common reasons church strategies fail is a lack of comprehensive planning. This often manifests in several ways:
Not Rooted in a Bigger Vision
Many church initiatives struggle because they’re not connected to a larger, overarching vision. When we launch programs or events in isolation, without considering how they fit into our church’s broader mission, we risk expending resources on activities that don’t move us toward our ultimate goals.
For example, a fall festival or community event might be fun and well-attended, but if it’s not part of a larger strategy to build relationships or introduce people to Christ, it may not contribute meaningfully to the church’s mission.
Reactive vs. Proactive Approach
Sometimes, we find ourselves constantly reacting to immediate needs or following annual traditions without stopping to evaluate their effectiveness. This reactive approach can lead to a series of disconnected efforts rather than a cohesive strategy.
Instead of simply doing what we’ve always done or jumping to solve the latest perceived problem, we need to take a step back and consider our actions in light of our long-term objectives.
Failing to Consider Multiple Options
When faced with a challenge or opportunity, it’s tempting to latch onto the first solution that comes to mind. However, this can lead to overlooking more effective or efficient alternatives.
For instance, a growing children’s ministry might immediately think about knocking down walls to expand, when reorganizing existing space or adjusting service times could be more cost-effective solutions.
Ultimately, every strategy should align with and contribute to the church’s primary mission – typically, making and maturing disciples of Jesus Christ. When we lose sight of this connection, we risk investing time and resources into activities that, while potentially good, don’t advance our core purpose.
By addressing these planning pitfalls, we can develop strategies that are more likely to succeed because they’re purposeful, proactive, well-considered, and aligned with our church’s mission and vision.
Mistake #2: Lack of Leadership
Even the best-laid plans can falter without strong, consistent leadership. Here are some key leadership issues that can cause strategies to fail:
Leadership Temperament Challenges
Different personality types can struggle with various aspects of strategy implementation. For example:
– “S” personality types (steady, supportive) may hesitate to make decisions or hold others accountable.
– “I” personality types (influential, inspiring) might continuously chase new ideas without finishing current projects.
– “D” (dominant) and “C” (conscientious) types typically excel at task completion but may face other challenges.
Understanding these temperaments can help leaders recognize and overcome their natural tendencies that might hinder strategy execution.
Inadequate Decision-Making and Follow-Through
Effective strategies require leaders who can make timely decisions and ensure follow-through. This means setting clear priorities, saying “no” to distractions, and maintaining focus on agreed-upon goals. It’s crucial to resist the temptation to continually expand the scope of a project, which can lead to delays and incomplete implementation.
Poor Communication of Vision and Strategy
A strategy can fail if it’s not effectively communicated to the congregation. Leaders must consistently cast the vision, explain the “why” behind initiatives, and show how specific actions contribute to the larger picture. Regular updates and reminders help keep the strategy at the forefront of people’s minds and encourage ongoing participation and support.
Lack of Training and Support
Sometimes, we unknowingly set people up for failure by placing them in roles without proper training or support. It’s important to ensure that those leading various aspects of a strategy have the necessary skills and resources to succeed. This might involve providing mentorship, offering specific training, or gradually increasing responsibilities as people gain experience.
By addressing these leadership challenges, church leaders can significantly improve the likelihood of their strategies succeeding. Strong, intentional leadership provides the guidance and support necessary to turn plans into reality and achieve lasting impact in the church and community.
Mistake #3: Lack of Resources
Even with solid planning and strong leadership, strategies can falter if they’re not properly resourced. Here are four key resource areas to consider:
1. People
Human resources are often the most critical. Do you have enough volunteers or staff to implement the strategy effectively? Are the right people in the right roles? It’s important to match people’s skills and passions with the tasks at hand. Remember, having too many ministry programs can spread your volunteers thin, leading to burnout.
2. Facilities
Space constraints can limit the effectiveness of certain strategies. Before launching new initiatives, carefully evaluate whether your current facilities can accommodate them. Sometimes, creative use of existing space or adjusting schedules can solve space issues without costly expansions.
3. Finances
Financial resources are crucial for most strategies. Ensure you have a realistic budget that covers all aspects of the initiative, including often-overlooked costs like promotion or training. It’s better to scale back a strategy to fit your budget than to launch an underfunded project that’s likely to struggle.
4. Time
Time is a finite resource that’s often underestimated. Consider not just the time needed to execute the strategy, but also the time required for planning, preparation, and follow-up. Be realistic about the time commitments you’re asking of your staff and volunteers.
Proper Resource Allocation
Effective resource management isn’t just about having enough resources—it’s about allocating them wisely. This might mean cutting back in some areas to ensure priority strategies are well-funded and staffed.
Avoiding Overcommitment
It’s easy to take on too many initiatives, spreading resources too thin. Sometimes, doing fewer things with excellence is more effective than doing many things poorly. Don’t be afraid to say no to good ideas that aren’t the best use of your current resources.
Evaluating Feasibility
Before green-lighting a strategy, honestly assess whether you have the necessary resources to execute it well. Ask yourself: “Should we do this?” rather than just “Can we do this?” Sometimes, the wisest decision is to delay or modify a strategy until the proper resources are in place.
By carefully considering and managing these resource areas, you can set your strategies up for success. Remember, good stewardship often means making tough choices about where to invest your limited resources for the greatest Kingdom impact.
Conclusion
As we’ve explored, the success of our church strategies often hinges on three critical factors: thorough planning, effective leadership, and proper resource allocation. By addressing these areas, we can significantly increase the likelihood of our initiatives making a lasting impact for God’s Kingdom.
Let’s recap the key points:
1. Planning: Ensure your strategies are rooted in your church’s broader vision and mission. Take a proactive approach, consider multiple options, and always align your efforts with your core purpose of making and maturing disciples.
2. Leadership: Recognize the impact of leadership temperaments, make decisive choices, communicate vision clearly, and provide adequate training and support for those implementing the strategy.
3. Resources: Carefully manage your people, facilities, finances, and time. Be willing to make tough decisions about resource allocation and avoid over-commitment.
As you reflect on your current and future strategies, consider how these principles might apply. Are there areas where you can make improvements? Perhaps a strategy that’s struggling could be revitalized by addressing one of these key aspects.
Remember, the goal isn’t perfection but faithful stewardship and continuous improvement. Even when strategies don’t unfold exactly as planned, they provide valuable learning opportunities that can inform and strengthen future efforts.
Let’s approach our strategic planning with renewed vigor and wisdom, always keeping our eyes fixed on Jesus, “the author and perfecter of our faith” (Hebrews 12:2). As we do so, we can move forward with confidence, knowing that we’re doing our best to steward the resources and opportunities God has entrusted to us.
May God bless your efforts as you work to advance His Kingdom through your church’s strategies and initiatives.
Watch this episode on YouTube!
Scott Ball is the Vice President and a Lead Guide with The Malphurs Group. He lives in East Tennessee with his wife and two children. (Email Scott).
