By Nate Adams
In addition to a great faculty of Illinois pastors and church leaders, last month’s 2019 Illinois Leadership Summit welcomed Mark Clifton as its primary speaker. Mark has been a pastor, a church planter and replanter, and a director of missions for decades. He now serves churches through the North American Mission Board in the area of church replanting.
The theme of our conference was “Reimagine.” I was hoping that leaders in general, not just church replanters and revitalizers, would benefit from Mark’s teaching. I was not disappointed.
As Mark began describing churches that should consider replanting, he clarified that he was talking about churches that, presuming they remain on their current trajectories, would probably need to close their doors in the next three to five years. And yet as he described the characteristics and needs of those declining or dying churches, I saw many, many pastors and leaders in the room nodding in empathy and agreement. Their churches may not have been five years from closing, but it was clear they recognized some of the same danger signs in their own settings. In a sense, all pastors must be revitalizers or replanters.
Churches that die, Mark asserted, tend to value their own preferences over the needs of the unreached. They cease, perhaps gradually, to be part of the fabric of the community. In fact, what was once a community church often becomes a commuter church.
On today’s ministry landscape, all pastors must be ‘vitalizers.’
As the church declines, some members tend to resent the community for not responding the way they once did. They may work harder and harder on church programs or activities, but these tend to be for insiders, and have little impact on the unchurched, or little relevance to the community.
Dying churches, Mark observed, also seem to have an inability to pass meaningful leadership on to the next generation, and they can often confuse caring for the church building with caring for the church and community. Dying churches value the process of decision-making more than the outcomes of those decisions. And a few strong personalities tend to drive those decisions, while others remain silent or simply drift away.
Of course, it’s much easier to recognize those kinds of traits in churches other than your own. That’s why an outside perspective or consultant is often helpful. And as this experienced leader from outside Illinois described the churches with which he had worked over the years, it was as if he was holding up a mirror in which we could also see ourselves.
One thing I really appreciate about Mark’s background and experience is that he had invested 10 years in a Midwest, urban church that had declined to 18 people when he arrived and grew back to about 120 by the time he left. He spoke personally and lovingly, not of “small” churches, but of “normative” size churches, reminding us that 63% of SBC churches in America have less than 100 in worship, and 83% have less than 200. If we are going to penetrate the lostness of our nation, he reminded us, it will not just be through large churches, but through thousands of normative-size churches, both revitalized and newly planted.
My greatest personal takeaway from the conference was simply this. Especially in the normative-size churches of Illinois, the primary focus of a pastor or church leader must be to bring vitality to a church by leading it proactively out into its community. Replanting is only necessary when revitalization doesn’t happen in time. And revitalization is only necessary if we allow the church’s intended vitality to fade.
Nate Adams is executive director of the Illinois Baptist State Association. Respond at IllinoisBaptist@IBSA.org.