Leadership

LEADERSHIP AND CHURCHCHANGES WITH GROWTH SIZE DYNAMICS HOW STRATEGY
[ DR. TIMOTHY KELLER ]
A church’s functional style, its strengths and weaknesses, and the roles of its lay and staff leaders will change dramatically as its size changes.
One of the most common reasons for pastoral leadership mistakes is blindness to the significance of church size. Size has an enormous impact on how a churchfunctions. There is a “size culture” that profoundly affects how decisions are made, how relationships flow, how effectiveness is evaluated, and what ministers, staff, and lay leaders do. We tend to think of the chief differences between churches mainly in denominational or theological terms, but that underestimates the impact of size on how a church operates. The difference between how churchesof 100 and 1,000 function may be much greater than the difference between a Presbyterian and a Baptist church of the same size. The staff person who goes from a church of 400 to a church of 2,000 is in many ways making a far greater change than if he or she moved from one denomination to another. A large church is not simply a bigger version of a small church. The difference in communication,community formation, and decision-making processes are so great that the leadership skills required in each are of almost completely different orders.

SIZE CULTURES
Every church has a culture that goes with its size and which must be accepted. Most people tend to prefer a certain size culture, and unfortunately, many give their favorite size culture a moral status and treat other size categories asspiritually and morally inferior. They may insist that the only biblical way to do church is to practice a certain size culture despite the fact that the congregation they attend is much too big or too small to fit that culture. For example, if some members of a church of 2,000 feel they should be able to get the senior pastor personally on the phone without much difficulty, they are insisting ongetting a kind of pastoral care that a church of under 200 provides. Of course the pastor would soon be overwhelmed. Yet the members may insist that if he can’t be reached he is failing his biblical duty to be their shepherd. Another example: the new senior pastor of a church of 1,500 may insist that virtually all decisions be made by consensus among the whole board and staff. Soon the board ismeeting every week for six hours each time! Still the pastor may insist that for staff members to be making their own decisions would mean they are acting unaccountably or failing to build community. To impose a size-culture practice on a church that does not have that size will wreak havoc on it and eventually force the church back into the size with which the practices are compatible. A furtherexample: New members who have just joined a smaller church after years of attending a much larger one may begin complaining about the lack of professional quality in the church’s ministries and insisting

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that this shows a lack of spiritual excellence. The real problem, however, is that in the smaller church volunteers do things that in the larger church are done byfull-time staff. Similarly, new members of the smaller church might complain that the pastor’s sermons are not as polished and well researched as they had come to expect in the larger church. While a large-church pastor with multiple staff can afford to put twenty hours a week into sermon preparation, however, the solo pastor of a smaller church can devote less than half of that time each week.This means a wise pastor may have to sympathetically confront people who are just not able to handle the church’s size culture—just like many people cannot adapt to life in geographic cultures different from the one they were used to. Some people are organizationally suspicious, often for valid reasons from their experience. Others can’t handle not having the preacher as their pastor. We must...