Should the Leader Advocate for Change?
Whether clergy leaders should openly advocate for specific changes or maintain facilitative neutrality. The risks and benefits of leader-driven change initiatives.
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The Board’s Job in Times of Rapid Change
What boards should focus on during periods of rapid, unpredictable change: keeping eyes on mission and long-term direction while delegating day-to-day management.
The Short List
Identifying a short list of true priorities rather than trying to do everything. How congregations can resist strategic sprawl and commit to what matters most.
The Power to Make Promises
How governance structures determine which leaders have the authority to commit the congregation’s resources, time, and reputation on behalf of the whole.
Handling the Hum of Bright Ideas
How congregations can manage the constant stream of new ideas from enthusiastic members without dismissing them or being distracted from strategic priorities.
What to Say When Your Side Loses
How leaders and board members can respond constructively when a congregational decision does not go their way. Modeling graceful acceptance of democratic process.
Learning to Get Big Projects Done
How to build organizational confidence and capability by successfully completing big projects. How to pick the right project, lead it well, and use success to build momentum.
Covid Policy for the Long Run
How to develop lasting governance policies rather than endless ad hoc decisions. Boards must delegate clear policy-making authority to staff while setting appropriate limits.
Governance, Now that You’re Smaller
Smaller congregations actually need good governance more, not less. How boards of smaller congregations can delegate authority effectively even with limited staff.
Saying No to Gifts
When congregations should decline donated gifts — money, property, or services — that come with strings attached or do not serve the mission.