Tag: Growth Barriers

  • Guest Friendly Perspective

    Guest Friendly Perspective

    Does your church have what it takes to attract and keep guests? I’m sure the vast majority of churches in America want guests to darken their door. Most pastors and church leaders would be very happy if they saw a weekly inflow of visitors. There is something exciting about knowing that your church just might be instrumental in touching others’ lives for eternity’s sake.

    The problem is that many churches don’t understand that a “Guest Friendly Church” requires a “Guest Friendly Perspective” from the pastors, elders, worship team, greeters, ushers, kids ministry workers, etc. A wrong mentality about guests will only drive and keep them away. Here are a few thoughts on the kinds of mindsets a church might adopt.

    Insider Looking In

    This is when an insider (member, pastors or leader) thinks about their church from the perspective of an insider. In other words, when they only think of the church as if it were there FOR themselves.

    This is the worst possible mindset you and your congregation can have. It is the exclusivity that comes from a lot of people getting used to how things are and resisting any changes towards something different. The focus of the entire Sunday morning experience as well as most of the church programs is to serve the current congregation, specifically, the one that is and has been there for some time. Insiders looking in have a lot of sacred cows. Usually the pastor walks on egg-shells when certain topics are discussed. Oh, and the guests. When guests actually come to church they usually feel like outsiders interfering in a family affair and are very anxious for the service to end so they can make their getaway. If church growth happens at all, it will be primarily due to internal growth, not external. The families within the church get married and have kids or the in-laws move in town and start attending.

    Insider Looking Out

    This is when an insider (member, pastors or leader) thinks about outsiders (guests or potential guests), but doesn’t really put themselves in their shoes. In other words, they want to reach guests, but still focus mostly on themselves.

    Not quite as bad as ‘insiders looking in’, but still not desirable. Congregations with this mindset genuinely want to have guests and really hope to not only attract them, but find ways to help them become part of the family. The problem is that insiders looking out have a lot of preconceived notions and expectations of guests. They assume guests will understand and embrace the culture and people in the church. They reason to themselves, “after all, we like it here so others will to.” Insiders looking out expect guests to know what to do and what’s going on during the Sunday service. They assume they will go out of their way to greet people and ask questions if they have them. They expect them to be interested in church activities and upcoming events since they are interested in them. In short, this mindset assumes that guests will perceive the church similarly to how they perceive it.

    Guests at this kind of church will often meet one or two people who are genuinely glad they are visiting, but they will still feel like outsiders. Additionally, they will likely feel like they are stupid, unspiritual, or unfit for the church. After all, the unspoken expectations of those around them will be speaking loud and clear the whole time.

    Outsider Looking In

    This is when insiders (members, pastors or leaders) think about how the church is perceived by outsiders (guests or potential guests). In other words, they regularly put themselves in the guest’s shoes.

    Now we’re getting somewhere. Congregations who foster a perspective of an outsider looking in has taken the first and biggest step towards becoming a ‘guest friendly’ church. These churches are always viewing the church culture, environments, language, and activities through the eyes of new people and the unchurched. It is not that they orient everything in the church just towards guests and it doesn’t mean they have committed to become overly “Seeker Sensitive” as a church. They are simply considerate of people who have never been there before.

    Those with an outsiders looking in perspective regularly evaluate the various aspects of the church experience based on what a guest would think or feel. Leaders with this mindset might send an email to the pastor during the week saying something like, “Pastor, I noticed this Sunday that when our guests arrived they had a hard time finding seats near the back. If they were me I would have felt a little uncomfortable coming in late and having to walk up the aisle to the middle section. What do you think about us asking our regular members to keep the back row free for guests?”

    Guests in this environment are going to genuinely feel comfortable and cared for. The likelihood that they return is much greater than the aforementioned two insider perspectives. 

    Outsider Looking Out

    This is when insiders (members, pastors, leaders) not only view the church from the perspective of the guest, but also find ways to create a comfortable environment for guests by integrating cultural norms into the church environment.

    I think this is perhaps the hardest perspective for church leaders (myself included) to have. With this perspective, not only are congregations aware of how guests might view church as they arrive, similar to Outsiders Looking In, but they are also keenly aware of the actual culture their guests live in. They have become students of the towns, communities and people who surround the church. They have familiarized themselves with the social and economic statistics relevant to their area (which can be found for free at www.census.gov). They are constantly thinking about what it’s like to live in this world and in the communities around them.

    Outsiders looking out don’t separate their work, home, school, and neighborhood world from the church world. Rather, they find ways to draw the world into church by creating environments that are relevant, inspirational, and practically applicable to everyone. Guests are often drawn to these kinds of churches and tell their friends about them as well. They feel comfortable and are amazed that church can be so engaging and applicable to them. At the opposite end of the “Insider Looking In” kind of church, these visitors immediately feel accepted, empowered and equipped to seek and find God simply because most of the members of that church don’t have an “us/them” mentality – it’s just “us”.

    Churches with this mentality don’t compromise biblical values to create relevance, they don’t become worldly. But they do intentionally choose to depart from the ‘norm’ of what a lot of church environments tend to be like. Usually churches of this nature will frustrate and drive away the “Insider Looking In” kind of people. 



    So how does your church measure up? Which perspective do you think your church most closely identifies with? How would you rate your church’s “Guest Friendly” culture based on these criteria? What ONE THING could you start doing THIS MONTH that would help foster a “Guest Friendly Perspective”?

  • How To Offer Amazing MinistryWith Not So Amazing People

    How To Offer Amazing Ministry
    With Not So Amazing People

    I recently visited a local gym who was offering a week membership for free. I was truly impressed. They had a wide range of workout rooms and exercise equipment and a beautiful facility. When I arrived for the first time, they gave me a tour of the facility and made themselves available to help me get acclimated to any of the equipment I didn’t understand. The offer to help wasn’t really necessary since there were instructional signs and videos available explaining how to use each machine.

    They converted an inexperienced and mildly overwhelmed guy (that’d be me) into a confident individual who had the right tools he needed to get great results. At the very minimum, it would be hard to NOT have at least an average workout, though I’d definitely rate my experience above average, if not exceptional. 

    Great systems turn the wrong person into the right person and quickly convert average results into maximized results.

    The Systems/People Matrix

    Let me introduce a revolutionary matrix that, if properly applied, just might change your perspective on how to offer amazing ministry with not so amazing people.

    I call this diagram the Systems/People Matrix. The point of this matrix is simple. When you have great systems, you can often recruit people who aren’t necessarily the ‘right ones’ and eventually develop them into the right people over time. Amazing ministry happens not just because we have the best people in place, but because we have great systems that give the wrong people time to become the best people.

    Let’s look at each quadrant a little closer:

    Down and to the Right

    When you have poor systems, but great people, your end result is frustration. That is, the people serving are frustrated and the longer they serve in that role the more frustrated they become. This often eventually leads to volunteer or staff turnover. They love doing what they are doing and are passionate about it, but they don’t feel valued or cared for and don’t feel like they are equipped or empowered to do the job right.

    RESULT: Not so amazing ministry.

    EXAMPLE 1: A Sunday School teacher shows up to teach the class and discovers that the toys are dirty and put away in the wrong boxes from last week. She spends the first ten minutes putting them in order and getting all the toy pieces back where they belong. Those ten minutes were supposed to be spent preparing the craft and quieting herself before everyone arrives. The next time she arrives to teach, she discovers all the crayons are broken and the cereal box was left open so the cereal is stale.

    EXAMPLE 2: The drummer shows up for worship team rehearsal 10 minutes early to prepare and make sure the drums are setup the way he likes and so he can warm up. When the worship rehearsal time arrives he discovers only two people have arrived. He waits 15 minutes before everyone else gets there and takes the stage. It then takes another 15 minutes to do the sound check and get the monitors mixed properly. He wonders if he should just show up 30 minutes late from now on and forget about warming up.

    Down and to the Left

    If you don’t have good people in the designated role and you don’t have any systems to serve them, you’ll end up with failure. There’s really no way meaningful ministry can happen consistently in that environment.

    RESULT: No Ministry.

    EXAMPLE 1: A Sunday School teacher doesn’t really care about doing anything other than making sure the kids don’t hurt themselves. She doesn’t particularly enjoy kids either, but she serves because she knows it’s important. Since there are no systems in place to provide great toys, craft supplies and a lesson plan to the teachers, she literally just comes every week and spends her time trying to keep the kids occupied and prevent them from hurting themselves. Afterwards, kids leave the room crying or bored and the teacher leaves exhausted and ready to quit. As a result, the parents are frustrated that their kids aren’t getting any valuable teaching and don’t want to attend class and it becomes increasingly difficult to find reliable volunteers to run the class.

    EXAMPLE 2: A volunteer is recruited to build a website for the church because he has some web experience. Since nobody gave him any instruction, images or content, he just creates a basic and simple site that ends up missing a lot of crucial data. And since all he was recruited to do was build the site, and not manage it, three months after it’s completed most of the information on the site is dated and some of the pages are broken. Guests who visit the site often choose to visit somewhere else simply because the website is so outdated and unprofessional looking.

    Up and to the Left

    The top left quadrant is the one that fascinates me the most. In this quadrant you have great systems in place, but not the greatest people serving in those roles. Perhaps the people are new, immature, unskilled, or simply not passionate about what they are doing. Despite this, the results will very often be average and sometimes above average. A great example of this in the business world would be your local fast food joint, like McDonalds, Arby’s, or Taco Bell. Similarly, some of the more nicer fast food places apply as well, like Moe’s, Chipotle or Subway. I’m fairly certain most of those employees don’t dream about making fast food service a career path or have a lot of previous training flipping burgers and taking orders. And yet, it’s highly likely you will receive similar service and products no matter where you make your order in the entire world. Why? Amazing Systems. 

    RESULT: Average to Above Average Ministry.

    EXAMPLE 1: A hesitant single adult has agreed to do a ‘3 month test drive’ as a Sunday School teacher. At first, she is nervous she made a bad decision because she has never worked with kids much. But after attending two sessions as an apprentice, receiving great follow-up training and walking into the classroom each week with everything in it’s place and simple, easy to follow, instructions on the inside door, she has decided it’s not that hard and a lot of fun. At the end of the 3 months, she’s committed to serve another year and has already proven to be the ‘right person for the job.’

    EXAMPLE 2: A volunteer that normally comes in on Saturdays to fold and stuff the bulletins calls in sick the last minute. The secretary has a substitute list of potential backups, but they have never actually done the job. She makes the call and as the backup arrives she spends 5 minutes walking her through a checklist and showing her the machinery, which is also well labelled with instructions. As a result, the job gets done as expected and the volunteer felt like she was able to help the church ‘on the fly’.

    Up and to the Right

    This quadrant represents not average ministry or even above average, but maximized ministry. Staff and volunteers are serving where they believe they are called to serve and they have the training and gifts needed to do it. Since there are great systems in place, they spend a lot of their time and energy actually ministering to people and improving the overall ministry of the church. Often, they move on to become the influencers within that sphere of responsibility. 

    Result: Amazing Ministry.

    EXAMPLE 1: The sound tech loves to do sound ministry, and over time he has learned how to do it well and is good at it. On top of that, the expectations, systems, and tasks necessary to do the job are well defined. As a result, he helps recruit and train new sound techs and is currently working on learning some advanced tech that will eventually help the church know how to best place the speakers in the room to maximize their capacity and actually minimize loud hot-spots in the room.

    EXAMPLE 2: A Sunday School teacher serves twice a month in the four year old class and absolutely loves it. He actually looks forward to those Sundays. Since he knows exactly what to expect each Sunday morning there is little stress associated in the job. In fact, the children’s director has created room in the timeline of ministry to kids to allow him to personally pray over each child every week. He recently started a blog for parents of preschoolers at the church and is personally ensuring that each preschool teacher writes on it once a month. His love for the ministry is so contagious that the adults in his small group are thinking about volunteering too. 

    I have a challenge for you . . . write out each area of ministry or responsibility you have delegated to other staff or volunteers. Now ask yourself which quadrant in the Systems-People Matrix that ministry falls within. What can you do to improve the systems to better serve those areas of ministry?

  • What Drives Your Church?

    What Drives Your Church?

    Every once in a while, I’ll be talking to a friend about one of our two family cars, well, family vans. The question sometimes arises, “Who drives THAT one?” They are referring to our old, beat up minivan that I refuse to give up until it does. It’s just a little embarrassing to drive (my kids would say a lot), especially to school. This afternoon, I was talking to my 17 year old about driving the van, making sure he took care of it, checked the oil, etc. 

    In today’s post, I want to ask the question, posed by Dave Browning in his book, Deliberate Simplicity, “What drives your local church?”

    Check out this quote from the book:


    You cannot do work that matters until you define what matters. A leaders job is to clarify and simplify so everyone understands what’s truly important….

    President Calvin Coolidge believed that ‘no enterprise can exist for itself alone. It ministers to some great need, it performs some great service, not for itself, but for others; or failing therein it ceases to be profitable and ceases to exist.’ Perhaps that statement summarizes the reason why many churches are sick and dying….

    Some of the organizing principles that churches adopt (maybe unknowingly) include:

    TRADITION. A church driven by tradition finds itself looking to the past for guidance for the future….

    PERSONALITY. A church driven by personality finds itself directed by a key figure or figures….

    FINANCES. A church driven by finances finds itself looking at the budget for direction. If it’s in the budget, we can do it. If it’s not, we can’t….

    PROGRAMS. A church driven by programs defines itself by the programs it offers….

    BUILDINGS. A church driven by buildings finds itself in constant pursuit of bigger and better facilities….

    EVENTS. A church driven by events finds itself regularly gearing up for its next concert or pageant or bazaar. While events can be an effective part of any church’s strategy, left unchecked, events can grow to be the ministry….

    SEEKERS. A church driven by seekers finds itself trying to get into the mind of ‘the customer.’ Surveys are taken. The results are evaluated. The church’s ministry is driven by polling data. The energy of the body goes into being culturally relevant and seeker friendly….

    PURPOSE. A church driven by purpose finds itself evaluating what it does in relation to its sense of purpose. It has a philosophy of ministry that begins with the question, what is the church supposed to do? The church’s goals and objectives become the ruler by which efforts are measured.


    What is the driving force behind your church?