“Hey, how are you?”

“What has ministry been like for you over the past little while?”

“What is the greatest struggle you are facing as a lead pastor? … as a church?”

“What do you think the District could be doing or doing better to support you and your church?”

It was the summer of 2017, and our new District Superintendent, Gary Taitinger, was in the middle of connecting directly with all the lead/senior/solo pastors. I was undoubtedly previously supported by District leaders and colleagues. However, I sensed a shift as our District Superintendent was focused on investing significant time and energy to hear the heart of a struggling small-church pastor.

Significant Church

The culture that a small church enjoys can be a decisive limiting factor in its development and potential. The Significant Church report on small churches (less than 150) notes that there are cultural mindsets that often express themselves in “simplicity,” reflecting fewer resources than larger churches, and “relationships” that are more close and familial in nature (SC, 18). This dynamic can help a small church gain a good ROI (return on investment) and build relationships. However, these self-same values can conflict with pressures for more funds for programming, payroll, and projects to accommodate growth and lead to a less family feel.

An article in the March/April Faith Today entitled “Appreciating Small Churches” reflects on this report as not pushing for large churches. Bill Clifton even suggests on Thom Rainer’s Church Answers podcast that small churches should be called “churches” since they are the vast majority of those that exist. In the article, Bill Fledderus identifies possible denominational pressures for metrics, program involvement, and specific messaging that gives a sense of the churches serving them instead of feeling supported.

Cohort and Discovery

Metrics are important, but do they reflect that “priorities and measures are for their denomination,” or do they help pastors “know if they’re doing a good job” (SC, 74)? Taking services online during lockdowns caused many to explore other metrics to assess engagement. The traditional measures considered are not invalid but should be balanced alongside discipleship and spiritual health indicators.

Church development hinges on my growth as a pastor and leader.

My ABNWT cohort was a key launching pad for this journey. This led to a Discovery process for our church to identify ways to improve and be healthier. The process continues with mentoring by an effectiveness coach and other cohort opportunities where we encourage and inspire each other in ministry.

Connection and Camradery

Gary presented troubling statistics at our 2018 Minister’s Gathering that revealed that only 18% of ABNWT churches were growing in 2016. Our church was part of the 82% that were plateaued or declining. However, we are no longer a shrinking church serving a District Office but now are a growing church being encouraged and equipped by a District Resource Centre.

I no longer attend District gatherings for business, connecting with friends, and possibly adapting something from a large church. Now I hear presentations and connect around tables with thriving small or medium church leaders and find better connection and camaraderie with those of large churches.

I hope to see you at the round-table talks at District Conference on May 10 at North Pointe Church in Edmonton.

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