Multi-generational congregations and stewardship

I recently had a write an article for my PhD program on the role of generational diversity in the workplace. It got me to thinking about the multi-gen setting of our congregations. Generational attitudes impact the practice of stewardship. Here is the article re-worked without all the academic stuff in it- formatted as a blog post. How do you think generational perspectives on stewardship might impact a capital campaign in your congregation?

The modern workplace is a dynamic tapestry woven from the threads of diverse generations, each contributing its unique blend of experiences, values, and perspectives. This generational tapestry, while a source of vibrant innovation and a rich pool of talent, also presents a unique set of challenges for leaders and organizations. Understanding the nuances of these generational differences is crucial for fostering a harmonious and productive work environment where everyone feels valued and respected.

This article will delve into the characteristics of the four primary generations currently shaping the workplace: the Silent Generation, Baby Boomers, Generation X, and Millennials. We will explore the potential benefits and challenges arising from this generational diversity, and discuss strategies for effective leadership in a multigenerational environment.

Generational Overview:

• The Silent Generation (1925-1945): Shaped by the hardships of the Great Depression and the sacrifices of World War II, this generation is characterized by a strong work ethic, unwavering loyalty to their employers, and a deep respect for authority and traditional values. They are often described as patient, disciplined, and dedicated to their careers.

• Baby Boomers (1946-1964): This large cohort witnessed significant social and political upheaval, including the Civil Rights Movement and the Vietnam War. They are known for their ambition, competitiveness, and strong desire for personal and professional achievement. They are often described as team players, optimistic, and driven by a strong sense of purpose.

• Generation X (1965-1981): Coming of age during an era of economic uncertainty and rapid technological advancements, Gen Xers are known for their independence, adaptability, and skepticism towards authority. They value flexibility, work-life balance, and results-oriented approaches. They are often described as independent, resourceful, and tech-savvy.

• Millennials (1982-1999): Raised in the digital age, Millennials are tech-savvy, collaborative, and value work-life balance and meaningful work. They are often described as optimistic, tech-savvy, and collaborative, with a strong sense of social responsibility.

The Benefits of Generational Diversity:

A multigenerational workforce offers numerous advantages. The diverse perspectives, experiences, and skill-sets of different generations can fuel innovation and creativity. For example, the technological expertise of younger generations can be invaluable in developing new products and services, while the seasoned wisdom and industry knowledge of older generations can provide valuable guidance and mentorship.

Reciprocal mentoring programs, where members of different generations learn from each other, can be highly beneficial. Younger employees can gain invaluable insights from the experience and industry knowledge of their older colleagues, while older employees can learn about new technologies and communication styles from younger generations.

Addressing the Challenges:

While the benefits of a multigenerational workforce are significant, it also presents unique challenges. Differences in communication styles, work expectations, and values can sometimes lead to misunderstandings and conflicts.

Communication Styles: Younger generations often prefer more informal and digital communication channels, such as instant messaging and social media, while older generations may prefer face-to-face interactions and formal communication.

Work Expectations: Differences in work ethic and expectations can also lead to friction. For example, Baby Boomers, known for their strong work ethic and long hours, may perceive younger generations as less committed. Research bears out that younger generations remain committed to their work, but desire for flexibility in terms of when that work is completed. 

Knowledge Transfer: As Baby Boomers approach retirement, ensuring the smooth transfer of their valuable knowledge and experience to younger generations becomes crucial.

Strategies for Effective Leadership:

To effectively manage a multigenerational workforce, leaders must embrace diversity and create an inclusive environment where everyone feels valued and respected. This requires:

Promoting Open Communication: Encourage open dialogue and feedback among employees from all generations. Create safe spaces for employees to share their perspectives and address any concerns.

Fostering Intergenerational Collaboration: Implement initiatives that encourage collaboration and knowledge sharing across generations. This could include cross-generational mentoring programs, joint projects, and social events.

Providing Flexibility: Offer flexible work arrangements that cater to the diverse needs and preferences of different generations. This could include flexible work hours, remote work options, and compressed work weeks.

Recognizing and Valuing Diverse Perspectives: Acknowledge and appreciate the unique contributions of each generation. Recognize and reward employees for their achievements, regardless of their age or background.

Investing in Training and Development: Provide training on generational differences, communication styles, and cultural sensitivity. This can help employees develop a deeper understanding of their colleagues and improve their ability to work effectively together.

Knowledge Transfer and Succession Planning:

As Baby Boomers retire, ensuring the smooth transfer of their knowledge and experience is critical for organizational success.

Develop Robust Knowledge-Sharing Platforms: Implement knowledge-sharing platforms, such as wikis, online databases, and mentorship programs, to capture and disseminate the valuable knowledge and experience of older employees.

Tailor Knowledge Transfer Methods: Utilize a variety of knowledge transfer methods to cater to the learning preferences of different generations. For example, younger generations may prefer digital platforms and interactive learning experiences, while older generations may prefer face-to-face interactions and mentorship.

Implement Effective Succession Planning: Develop clear succession plans to ensure a smooth transition of leadership and expertise within the organization. This involves identifying and developing high-potential employees from all generations.

The Evolving Generational Landscape:

The generational landscape is constantly evolving. As new generations enter the workforce, new dynamics and challenges will emerge. Leaders must stay informed about emerging trends and adapt their management styles accordingly.

Conclusion:

A multigenerational workforce presents both opportunities and challenges. By understanding the unique characteristics and needs of each generation, fostering open communication, and promoting collaboration and knowledge transfer, organizations can create a workplace where all generations thrive and contribute to their full potential.

By embracing diversity and creating an inclusive environment, organizations can harness the power of a multigenerational workforce to drive innovation, enhance productivity, and achieve sustained success in the ever-changing business landscape.

The Ice Storm as a Pivot Point for Stewardship

The ice storm here in Indiana last week was terrible. In my own community, 60,000 people were without power at one point. Trees were down, roads blocked, and some places of business were closed. I did get a few calls from pastors whose churches were damaged by the ice in some way. We can’t lose sight of the pain and challenges caused by the storm. It is also an opportunity for us to talk about how repairs could be a call to consider what we could be called to do in 2025.

The Ice Wasn’t Nice

The recent ice storm brought unexpected challenges to many Midwest churches. Damaged roofs, broken windows, and compromised structures have disrupted worship services and raised concerns about long-term building maintenance. While the immediate focus is on repairs and ensuring the safety of congregants, this unfortunate event presents a unique opportunity for deeper reflection and discernment about the future of our ministry spaces.

The storm has likely stirred up conversations about deferred maintenance, a common issue for many churches. Aging buildings require ongoing upkeep, and the financial burden of unexpected repairs can be significant. This is a timely reminder of the importance of proactive planning and budgeting for building maintenance. And maybe the storm clean-up offers an opportunity to talk about tackling some of those projects.

Further, the storm may have brought to the forefront long-held desires for renovations or expansions. Perhaps the current space no longer adequately accommodates the church's growing needs, or perhaps there's a vision for a more welcoming and accessible facility. These conversations, often put on hold due to other priorities, may now have the space to flourish.

Beyond Repairs: A Time for Discernment

This period of rebuilding offers a unique opportunity to engage in a wider and more prayerful discernment about the use of church space.

• Re-evaluate Current Needs:

  • How well does the current building serve the church's mission and ministry?

  • Are there spaces that are underutilized or no longer relevant to the congregation's needs?

  • Are there accessibility issues that need to be addressed?

• Explore New Possibilities:

  • Could the building be repurposed to better serve the community?

  • Could it become a hub for outreach and social justice initiatives?

  • Are there innovative ways to use the space to connect with younger generations?

• Consider a Capital Campaign:

  • A well-planned capital campaign can provide the necessary funding for repairs, renovations, and even new construction.

  • It can also be a powerful tool for engaging the congregation in a shared vision for the future.

Key Considerations for a Successful Campaign:

• Clear and Compelling Vision: Develop a shared vision for the future of the church and how the building will play a role in achieving that vision.

• Strong Leadership: Secure the active involvement and support of church leadership, including the pastor, elders, and key lay leaders.

• Meaningful Communication: Communicate the vision clearly and consistently to the congregation through various channels, including newsletters, emails, and special meetings.

• Engaging the Congregation: Involve the entire congregation in the campaign through volunteer opportunities, fundraising events, and opportunities for personal giving.

• Professional Guidance: Seek the expertise of professional fundraising consultants to guide the campaign process and maximize its success.

A Time for Hope and Renewal

While the ice storm presented significant challenges, it also presents an opportunity for renewal and growth. By engaging in a thoughtful and prayerful discernment process, churches can use this time to reimagine their use of space and build a stronger, more vibrant future.

Is 2025 the Right Time for a Church Capital Campaign?

The Myth of the Perfect Time

Many pastors grapple with the question of timing when considering a capital campaign. Is there a perfect moment, a sweet spot in the church calendar or economic cycle, when stewardship fundraising is guaranteed to succeed? The truth is, there's no such thing.

The reality is that the "perfect time" is often a myth. While external factors like economic conditions and seasonal cycles can influence the success of a campaign, the most critical factor is the internal readiness of your congregation and the clarity of your vision.

Aligning with Your Strategic Vision

The most opportune time to launch a capital campaign is when it aligns with your church's strategic vision and sense of call for ministry and service. A capital campaign should be a tool to help you achieve your long-term goals and fulfilling the calling on your congregation, not a standalone event. If your vision includes building a new facility, expanding ministries, or investing in technology, a capital campaign can provide the necessary resources.

Assessing Your Congregation's Readiness

Before embarking on a capital campaign, it's essential to gauge your congregation's readiness. Consider these factors:

• Spiritual Health: Is your congregation spiritually vibrant and engaged? A spiritually healthy congregation is more likely to be generous.

• Financial Health: Assess your congregation's giving patterns and capacity. Are they consistently giving to the operating budget?

• Leadership Readiness: Do you have a strong leadership team in place, capable of inspiring and motivating the congregation?

• Congregational Buy-in: Is there a sense of ownership and excitement about the campaign's goals?

Navigating the Economic Climate

While economic conditions can influence giving, they shouldn't dictate your decision to launch a campaign. A strong campaign, grounded in a compelling vision and executed with faithful leadership, can succeed even in challenging economic times.

Here are some tips for navigating the economic climate:

• Be Transparent: Communicate openly and honestly with your congregation about the economic situation and how it may impact the campaign.

• Focus on Impact: Highlight the tangible benefits of the campaign and how it will positively impact the community.

• Offer Flexible Giving Options: Provide various giving options to accommodate different financial situations.

Ultimately, the decision to launch a capital campaign is a strategic one. By aligning your campaign with your vision, assessing your congregation's readiness, and navigating the economic climate wisely, you can increase your chances of success. Remember, the best time to plant a tree is yesterday. The second-best time is today.

Sunlight and Seeds

Trust and Transparency in Stewardship

A capital campaign in a church isn't just a march towards bricks and mortar; it's a sacred journey nourished by a delicate, yet powerful, element: trust. But trust, like a delicate seedling, requires sunlight and fertile soil to thrive. In this case, the sunlight is transparency, and the fertile soil is unwavering accountability. Let's explore why these elements are not just vital, but spiritually critical, in cultivating a successful and meaningful campaign.

Our donors, our fellow travelers on this path, deserve clarity about where their gifts will bloom. Detailed financial reports, presented regularly and accessibly, become the sunlight that nourishes their understanding. These reports, infused with honesty and transparency, showcase the meticulous stewardship of their contributions, ensuring every seed of generosity finds its rightful place in the growing project.

A seed grows in the right conditions and so can a capital campaign!

Remember, in a church campaign, the stakes rise beyond mere buildings. We are entrusted with not just funds, but hopes, prayers, and even legacies. This spiritual dimension amplifies our responsibility to be exemplary stewards, demonstrating the highest levels of accountability in every step. From meticulous budgeting to rigorous financial tracking, we weave a tapestry of trust that honors the sacrifices made and inspires future generosity.

Transparency extends beyond numbers. Regular campaign updates, infused with stories and progress markers, humanize the journey. Let your donors see the smiles on children's faces in the new playroom, hear the joyful hymns sung in the renovated sanctuary, and witness the lives touched by their gift. By weaving these narratives into the campaign tapestry, you not only reassure your donors, but also cultivate a shared sense of purpose and excitement.

However, accountability isn't merely a passive act of reporting. It's an open dialogue, an invitation for questions, concerns, and even critiques. Create opportunities for feedback, address anxieties with honesty, and engage your donors in open communication. This active commitment to transparency fosters a sense of partnership, reminding everyone that this is a shared endeavor, fueled by trust and mutual respect.

By embracing these principles, you cultivate a campaign that isn't just about achieving goals, but about building bridges of trust within your community. Remember, sunlight and fertile soil don't just nourish seeds; they create gardens vibrant with life, joy, and shared purpose. Let your campaign be that garden, where trust blossoms alongside bricks and mortar, and where accountability becomes the bedrock for a legacy of generosity and shared faith.

Questions for Reflection

• How can we make our financial reports clear, concise, and accessible to the diverse members of our congregation, catering to varying levels of financial literacy?

• What creative ways can we integrate compelling stories and progress updates into our campaign communication, showcasing the human impact and emotional resonance of our donors' generosity?

• What avenues can we create to proactively address potential concerns and questions from our donors, fostering an open and honest dialogue throughout the campaign?

• How can we encourage and incorporate feedback from our congregation into the campaign's direction and decision-making, empowering them to become active partners in the journey?

• Beyond the campaign itself, how can we cultivate a culture of ongoing transparency and accountability within our church community, ensuring that stewardship becomes a fundamental pillar of our spiritual practice?

By delving into these questions, you can transform your capital campaign from a fundraising drive into a testament to the transformative power of trust and mutual responsibility. Remember, when sunlight and fertile soil dance together, the seeds of generosity blossom into a community garden where faith, hope, and purpose flourish long after the campaign goals are met.

What Could We Fund with a Capital Campaign?

A successful capital campaign is rooted in a clear understanding of your church's needs and God’s call on the congregation. It's not just about building a bigger building or adding a new program; it's about addressing the specific needs of your congregation and community.

Mapping out the needs for your campaign

A Comprehensive Needs Assessment

Just like getting a rendering for a new building, a needs assessment helps you see what the footprint of your campaign might look like. You can do this informally among the leaders and members of the church or hire a coach/consultant to guide the process. In really big projects, you might do an informal internal assessment and then engage a coach/consultant to validate the results.

To accurately assess your church's needs, consider the following steps:

1. Involve Your Leadership Team:

   • Brainstorming Session: Gather your leadership team to discuss potential needs.

   • SWOT Analysis: Conduct a SWOT analysis (Strengths, Weaknesses, Opportunities, Threats) to identify internal and external factors affecting your 1 church.

   • Visioning Exercise: Have a visioning session to discuss the church's long-term goals and how a capital campaign can help achieve them.

2. Seek Input from Church Groups:

   • Ministry Leaders: Consult with leaders of various ministries to understand their specific needs.

   • Congregation Surveys: Conduct surveys to gather feedback from your congregation about their priorities and concerns.

3. Engage the Community:

   • Community Surveys: Distribute surveys to your neighbors and local businesses to understand their needs and how your church can serve them better.

   • Community Forums: Host community forums to discuss local issues and how your church can contribute to solutions.

4. Prayerful Reflection:

   • Prayer Meetings: Dedicate specific prayer times to seek God's guidance and direction.

   • Bible Study: Study biblical passages related to stewardship, generosity, and kingdom building.

Prioritizing Needs and Setting Goals

Once you've identified your church's needs, it's time to prioritize them and set realistic campaign goals. Here are some tips:

1. Align with Your Mission: Ensure that your campaign goals align with your church's mission and vision.

2. Set Clear and Measurable Goals: Establish specific, measurable, achievable, relevant, and time-bound (SMART) goals.

3. Prioritize Needs: Rank your needs based on their urgency and impact.

4. Be Realistic: Set achievable goals that are both ambitious and realistic.

5. Involve Your Congregation: Share your vision and goals with your congregation and seek their input and support.

By carefully identifying and prioritizing your church's needs, you can create a compelling case for a capital campaign that resonates with your congregation and community. Remember, the most successful campaigns are those that address real needs and inspire people to give generously.

It’s Always the Boiler!

The first document you will write for your campaign is called the Case for Support. It actually makes a case for supporting the project or projects that are a part of the capital campaign. At this point, it is really a simple leadership exercise. It might be only a paragraph that answers, “What are we raising money for?” 

The Case is the foundational document of the campaign. Not only is it the first thing you write, but you will refer to it frequently during the campaign to keep your work and results focused. It will evolve in a relatively short period of time as well. Through a process of discernment and testing, the document expands to include information about the history of the church and the vision of where the congregation is called to go. It is the articulation of why we are embarking on a journey that will consume significant time, resources, energy, money, and bandwidth that are usually wholly devoted to the ministry of the church. It casts a vision for how ministry and the congregation will be changed when this experience is over. The Case is simple but quite hard to write and it should be. It is hard to build consensus around and that is also healthy! The pain of creating it is growth and pays dividends quickly for the staff, leadership, and members of the congregation. 

As the leadership team of the church starts down this road of discerning a campaign, coming up with a short paragraph of your Case will give you a boost as you reach out to potential partners like consultants, architects, or denominational structures. 

After you hire a consultant or coach, you will go through a process that tests, strengthens, and expands your Case. I describe that later in the text. For this early phase of discernment, you will learn quite a bit by crafting something on your own. You can test it through prayer and conversation to check the fidelity of your Case against the call of the congregation and the campaign. 

It’s Always the Boiler

I think my first several campaigns all began with a boiler going out! Some of my younger colleagues scarcely know what a boiler is, but in many churches, it was the main source of heat for the campus, and in a midwestern church, it was a critical element of success in the winter! Older churches (where I primarily served in my early days) tend to have more mechanical issues than newer and more efficient physical plants. My ministry is rooted in the midwest where boilers are a staple part of the mechanical anatomy of a church operation. If we were lucky, they would go out before the winter season and there would be time for repairs. However, boilers that crashed in the winter tended to raise money faster! Maybe that was the better path! The visceral and visible connection of this part of the church made it easier for people to give. It was something someone could see (and feel when it didn’t work) and that motivates donors. 

Generally, when a boiler would fail, it would give church leadership an opportunity to look at other physical plant issues that could be addressed. This was a holy moment to consider ways to make the place we worshipped and learned to be more welcoming, accessible, and efficient. In a number of my previous campaigns, if it weren’t for a failed boiler, the church would not be the updated space it is today with new ministries that were created in the midst of that discernment.

Failing mechanical components were the catalyst to dream bigger. One mentor of mine often shared that the life of the church is so often focused on getting from one Sunday to the next that we rarely have time to consider the larger picture of the vision of our ministry. These moments forced us to pause and dream bigger about our mission and service. While a busted boiler might be the genesis of a campaign, it became the springboard for larger conversations that set the stage for growth, deepened faith, and greater generosity in the congregation.

Whether it is a boiler that goes out, a roof that needs to be repaired, or intermittent flooding in the basement, I have found these physical plant moments have been a path to expansions of ministry and outreach in ways that might not have been a priority if not for a suddenly cold winter morning in a sanctuary full of God’s people.

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Discerning the Call to a Capital Campaign

Listening for the call to a campaign is no easy task. When we survey scripture, some of God’s calls were loud and clear. Other calls were quieter and less obvious. I’ve worked with some churches where a fire or tornado meant it was necessary to build a new worship and ministry space. Their call was clear. I’ve journeyed with churches who were forced to move due to land acquisition and their need could not be denied. A failed boiler is a common cause to look towards a campaign in larger church facilities. 

But, I would say, most needs are not so clear. I have seen church leaders wrestle for years about updating worship spaces, starting new programs, expanding ministries, and tackling new community problems without ever coming to a decision. As discussions wear on, leaders change, priorities shift, holidays come, more urgent (and easier to solve matters) take precedence. Shortly thereafter, the leadership forgets the reason they were discussing the original question. 

While many churches have already determined they are called to a campaign before I arrive on the scene, a few were still wrestling with the idea. In those cases, I offered a simple discernment process for the leaders of the church.

Anchor this moment in scripture

I encourage pastors and the lay leadership of the congregation to devote time to reflecting on Acts 2:42-47. I offer it to you here from the NRSV:

They devoted themselves to the apostles’ teaching and fellowship, to the breaking of bread and the prayers. Awe came upon everyone, because many wonders and signs were being done by the apostles. All who believed were together and had all things in common; they would sell their possessions and goods and distribute the proceeds to all, as any had need. Day by day, as they spent much time together in the temple, they broke bread at home and ate their food with glad and generous hearts, praising God and having the goodwill of all the people. And day by day the Lord added to their number those who were being saved.

Some questions leaders could reflect on could be:

• How might we devote ourselves to scriptural teachings on stewardship?

• Might we consider breaking bread over this calling several times during our discernment?

• What does our call to a campaign have to say about those in need around us?

• How could a call to a campaign be used to glorify God?

Set Aside Time

Discernment of any call takes time. Calls to ministry often take years to flourish, we ask couples to carefully consider their call to marriage, and some discernment and preparation for joining a church often takes some amount of time. But, what each of these shares in common is that time is set aside for each call to be prayerfully considered. In the case of ministry, that could take the form of several years of seminary. For a couple, we often ask them to take six months of time with a pastor or counselor to prepare. For a new believer, formation and education classes could take a few months. In all cases we set aside time for this work. The same should be true for discerning a capital campaign.

Too many times, I have seen it as an agenda item, among many, for a finance committee to decide on and then recommend action to a higher body. While there is nothing wrong with that process, a capital campaign is just too big an item to be lumped in with others. Once leaders think there might be a call to a campaign, we need to set aside time for that. Here are a few ways I have seen that done:

• A weekend retreat for ordained and lay leaders of the congregation. They set aside time (like the three examples above) to devote to consideration of the call.

• A weeknight retreat was a creative option I was once a part of. The major deliberative bodies of the church met one after another each night of the same week. They all had the same prayer service and discerned five major questions over a two hour period. 

• A virtual retreat. This happened during the pandemic. While I have some concern about our collective ability to focus in virtual environments, it was all we had at that time. Meeting in person was not an option. So, there were meetings during the week that culminated with a 3-hour session (again virtually) on Saturday of all the major bodies of the church. It was creative and effective! 

Come to a conclusion

Let me be clear, we put no limits on when God is done talking and inspiring! I once saw a church take a full three years to decide they were called to a campaign! However, it is simply good stewardship to set some parameters on the time we are willing to devote to making the consideration of the call a priority for the leadership bodies of the congregation.

Some churches can quickly come to realize that they are called to a campaign and can start making preparations very quickly. One church went from their initial conversation to convening a campaign leadership team in two months! I had a hard time keeping up with them! They were literally a congregation on the move so time was of the essence for them. Others have taken much longer and found themselves starting the process over one or more times as significant aspects of the church changed. This really consumed more energy and resources than the church could afford.

We all know in church life that there are competing priorities to consider all the time. Good stewardship of our leaders means that we arrange those priorities in a way that advances the discipleship of the church and honors the time that our leaders devote to their ministry. While ministry priorities can be delegated to faithful volunteers with expertise, campaign considerations are necessarily the purview of the whole body of leaders. Thus, we need to be as efficient as we can with their gifts and talents.

My counsel to congregations is to take prudent time to prioritize discernment, but not longer than six months. If in that time it has not become clear that a campaign is needed, discernment could continue in some other venue or form, but it should no longer be a top leadership priority. By that time, other ministry needs will be demanding attention. 

• How might we devote ourselves to scriptural teachings on stewardship?

• Might we consider breaking bread over this calling several times during our discernment?

• What does our call to a campaign have to say about those in need around us?

• How could a call to a campaign be used to glorify God?

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The Case as a Spiritual Document

The “Case for Support” is a one-page document that explains the campaign. They are hard to write and beautiful as an articulation of the call to a campaign. Just as a campaign is a spiritual act of discipleship, the case is a spiritual document.

This isn’t meant to sound “touchy feely” or an attempt to baptize a secular process. I believe down to the marrow of my bones that this is primarily and most importantly a spiritual process that happens to have a spiritual and financial outcome. The Case for Support should be a spiritual document that invites the reader to reflect on their own journey of discernment about how God calls them to respond to the call that has been given to the congregation. 

I love the word “vocation”. It comes from the Latin word “vocare” which means call. The capital campaign is a vocation. It is a call from God to do something extraordinary. This is a transformative moment for the congregation. Yes, you will raise an extraordinary amount of money. But, there is more. The family of faith will also dig deep to answer a call to stretch and grow in ways that are only possible with God’s help. 

This means the Case for Support is really a spiritual document. It’s not a business plan, but it does have numbers in it. It’s not a schematic, but it might have a rendering on it. It’s not a strategic plan, but it does share something of the process of a campaign. It is an articulation of the next step that God has called the congregation to. It is a moment of vision, trust, faithfulness, and truth!

The “First” Capital Campaign

A friend of mine often told a story at the beginning of church campaigns. We served as consultants together and were assigned to guide several campaigns across the country. He was the lead consultant and was an amazing storyteller. He shared this passage at story with nearly every client and I would like to share with you. You can find the beginning of the story in Exodus 35:4 to 36:7. Please take a moment to pull out your Bible (or go online!) and read that section now.

It tells the story of Moses calling the people to take up an offering for the construction of the “tent of meeting”. Moses issues the call. He is specific about the vision and the materials that are needed. The people respond. They bring what is needed. Artisans take the donated material to build what God has commanded. 

One of my favorite lines from this story is in verse 21: all who were willing and whose heart was moved contributed. Stewardship generally and capital campaigns specifically, are ministry moments of the heart. They happen because of the willingness of the giver. We have a role in inspiring that willing generosity. 

My truly favorite line comes in verse 5 and 6 of chapter 36: the people brought too much so Moses told them to stop giving! Imagine that happening in a church today! In this great moment in the life of the family of God, their generosity overflowed. They responded to the need, to God’s call on them, with abundance out of happy obedience and gratitude. As a result, they ended up with more than they needed. Surely, there is much to learn from that.

Was this the first capital campaign recorded in the Bible? Friends, I don’t know. It certainly was an extraordinary effort by God’s people to do something extraordinary for God.

Whatever Moses may have called it, the effort does offer a nice template, for what a faithful journey in stewardship might look like:

• A call from God

• A leader for the effort

• A clear description of of what is needed

• Willing and generous givers

• Gratitude for the call and the response

As we move into the season where many churches are looking at the potential for a campaign, this story from scripture can be a source of reflection on the wisdom of how to proceed. Let the template be a study guide for church leaders on the future of the congregation. When God gives us a mission or call God also equips us with all we need to fulfill that call.

Campaign Leadership

I am working with a client has just finished a great Planning Study and is ready to recruit the team that will lead the campaign. The first step in that process is to discern the names of of the chairpersons of the campaign.

The Chairs inspire the committee, speak for the campaign, invite support, handle conflict, and set the pace of the project. Their influence is wide and their commitment is crucial. My best campaigns had amazing stewards serving in the role of Co-Chair and my most difficult campaigns had leaders who really could not fulfill that obligation. 

These days, I recommend that campaigns have Co-Chairs that represent three households (I call this the tri-chair model) in the congregation. It would be wise if the diversity of the congregation to include relationship status (meaning inclusion of single or widowed people), age group, ethnicity and one more variable, were represented in the tri-chair model. Please, if your congregation has multiple worship services, include chairs who represent those services. I once met a church that had recruited their cabinet prior to my arrival. All the chairs were from the largest service. There was no one from other services. If left as it was, this would have sent an unintentional and problematic message. 

These leaders will moderate meetings and be the face and voice of the campaign. They serve as an extension of the pastor for administrative purposed in the campaign and can offer unique testimony to the congregation about the importance of generosity and stewardship.

Careful selection of this level of leadership is crucial to the success of a campaign and will pay dividends in the spirituality and success of this transformational effort.

Discerning the Call

Listening for the call to a campaign is no easy task. When we survey scripture, some of God’s calls were loud and clear. Other calls were quieter and less obvious. I’ve worked with some churches where a fire or tornado meant it was necessary to build a new worship and ministry space. Their call was clear. I’ve journeyed with churches who were forced to move due to land acquisition and their need could not be denied. A failed boiler is common cause to look towards a campaign in larger church facilities. 

But, I would say, most needs are not so clear. I have seen church leaders wrestle for years about updating worship spaces, starting new programs, expanding ministries, and tackling new community problems without ever coming to a decision. As discussions wear on, leaders change, priorities shift, holidays come, more urgent (and easier to solve matters) take precedence. Shortly thereafter, the leadership forgets the reason they were discussing the original question. 

While many churches have already determined they are called to a campaign before I arrive on the scene, a few were still wrestling with the idea. In those cases, I offered a simple discernment process for the leaders of the church.

I encourage pastors and the lay leadership of the congregation to devote time to reflecting on Acts 2:42-47. I offer it to you here from the NRSV:

They devoted themselves to the apostles’ teaching and fellowship, to the breaking of bread and the prayers. Awe came upon everyone, because many wonders and signs were being done by the apostles. All who believed were together and had all things in common; they would sell their possessions and goods and distribute the proceeds to all, as any had need. Day by day, as they spent much time together in the temple, they broke bread at home and ate their food with glad and generous hearts, praising God and having the goodwill of all the people. And day by day the Lord added to their number those who were being saved.

Some questions leaders could reflect on could be:

• How might we devote ourselves to scriptural teachings on stewardship?

• Might we consider breaking bread over this calling several times during our discernment?

• What does our call to a campaign have to say about those in need around us?

• How could a call to a campaign be used to glorify God?

New Year and Hope

Here we are! The first Monday of the New Year!

As people of hope, we have much to look forward to! God’s call on our lives and congregations is bold and challenges us to grow and be of service in ways we have not yet considered or dreamed of!

Yes, it is true, there is some anxiety. How will the economy do? Will there be a new variant of the virus? How will all of this impact giving?

It is wise to ponder these questions. I know I have, our advisors have, and our clients have. However, we have great examples in scripture of those that have gone before us in faith to achieve great things in the face of uncertainty and adversity. They prove that if God has called us, a way will be made.

As we head into 2022, we are already in dialogue with congregations that want to fulfill their call.

• One wants to renovate their worship space.

• One wants to start an endowment to fund international ministry.

• One wants to expand their current space and consider adding another.

None of these will be easy. All will be hard work. But, the true hope of 2022 is that God will give us all the tools and resources we need to be faithful stewards of the gifts we have been given.