A group of dedicated people got together and worked very hard over several long meetings to create a plan.
- A facilitator led us through a well-organized set of exercises to encourage everyone to contribute her or his ideas for the future.
- With the facilitator’s help, we took a world of information and reshaped it into a set of goals and priorities, with timelines and responsibility assignments.
- A beautifully packaged plan was created, summarized, presented, and affirmed by vestry vote.
- In each case, we looked at the final product and felt in some unidentifiable way that something vital was missing.
- The plan went onto the shelf and, after some initial attempts to follow up on identified action steps, was never seen again.
I know that the “shelf” is a common destination point for strategic plans in all kinds of organizations, not just the church. But after the last time I experienced this life-draining process, I started thinking: maybe the church, of all places, is not the place to be doing strategic planning.
This is not to say that the church should just drift along and let happen whatever may. That’s how we fall into bad habits and start believing that the church exists for the benefit of its members, and everyone who should be a member already is a member. Our natural human tendency is to serve ourselves before we serve others; it takes vision and planning to remember that we have a broader mission to accomplish.
But the church is uniquely a Spirit-led organization, or should be. And the Spirit is full of surprises we can’t anticipate or plan for. It would be difficult to imagine the apostles in Acts 7 sitting down for a strategic planning session and determining that the next logical step would be to go out to the Gaza Road and wait for an Ethiopian eunuch to come along. Who would ever think to do that? Who would imagine that that young man holding the coats while Stephen was stoned in Acts 7 would turn into the greatest evangelist in world history in Acts 9? Who would have suggested that Peter go to sleep and arrange for a dream involving unclean animals on a sheet descending from heaven in Acts 10?
In my church experience, most of the great steps forward I have seen weren’t planned. They happened: the right person came along, the right location became available, someone heard a call from God they couldn’t ignore. Yes, we channeled those outpourings of the Spirit in organized and planned directions, but they came to us as gifts from God.
This is why, as the church plant I lead is entering into a vitally important new phase (a move to our first permanent building), we are not doing strategic planning. We are doing strategic discernment. Where is God leading us? is the question we are asking. We are not asking for a list of ideas, or a list of problems to solve, or a list of good stories that highlight the strengths we want to build on. We are praying and discerning.
The process that we have designed starts with an extended period of meditative prayer (as opposed to what I have often experienced before – a perfunctory one-paragraph petition for God’s guidance before we get down to the real business of the meeting). It continues with an extended “African” Bible study of Luke 10:1-12 (one of the classic passages on evangelism). It then proceeds with some creative exercises to encourage people to use right-brain powers to envision God’s plan for the future. Only after all those exercises do we start working on goals, priorities, and problems.
In other words, this process is our attempt to let our own thoughts and plans take a step back, and ask God to open our minds to God’s thoughts and plans. It is a process of strategic discernment, not strategic planning.
You can see details of the process we have followed on my blog.
I am not saying that this process is the best possible way to do visioning in the church. But we have had good results so far. The group leaders (who are ministry leaders working with their ministry groups) report terrific, Spirit-filled visioning sessions. The groups have come up with amazingly coherent plans that, without much effort on the part of the vestry, naturally highlight three or four clear, over-arching priorities. Every group has, in one way or another, identified evangelism and discipleship growth as a clear strategic priority.
How have you done strategic discernment in your congregation?
How should we do it churchwide?
The Rev. Susan Brown Snook is Church Planter and Vicar of the Episcopal Church of the Nativity, Scottsdale, Arizona.