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Leaders in congregations often overreact to conflict and complaints, making problems worse. How leaders can develop the discipline to underreact strategically.

When should a new community initiative remain a church project, be spun off as an independent nonprofit, or pursued in partnership with another organization?

The growing category of religiously unaffiliated people and what their rise means for congregational planning. Listening sympathetically to Nones can reveal opportunities.

Strategic planning (setting long-term direction) vs. operational planning (executing day-to-day). Congregations need clarity about which kind they are doing.

The annual cycle through which boards engage in strategic planning — when and how boards set direction, evaluate progress, and hand off implementation to staff.

Helps congregations choose the right planning approach — strategic, operational, or adaptive. Most congregations do too much formal planning and not enough learning-by-doing.

Practical guidance on crafting a meaningful, actionable congregational vision statement. Distinguishes vision from mission and explains how clear vision guides planning.

Critiques SMART goals applied uncritically to congregational planning. Ministry goals often need to be inspiring and directional rather than narrowly measurable.

Organizations resist change because their core function is to repeat established behaviors. Change happens when a system believes transformation is essential for survival.

A simple framework for organizing staff and volunteer groups into effective teams. The difference between a team and a committee, and how clear goals make teams work.