[image error]Growth Strategies for Church 4.0 is in the final stages of proof reading. In this book, I mention that every church has 6 “P”s unique to themselves. The McDonalization of churches would have us believe that if the fries in Seattle tastes as good as in New York, then a church in San Francisco can do ministry like in Atlanta. In reality, it is not as simple as copying a strategy. Take some time to reflect on the six “P”s of your church.

1. Perspective

Church history, mission, and vision are what make your congregation unique. Leaders should be aware of how congregations share similar sentiments and feelings. Listening to people will help you understand their perspective. People’s prayers are the best indicators of what they feel is important for the church. The complaints they bring will tell you what they care about. The stories of transformation they share reveal what is important to attendees. The church’s perspective (history, DNA, mission, and vision) shapes the church culture and provides the context for developing strategies.

2. People

Church buildings, programs, and events are not as important as people. Pastoring or shepherding a church involves getting to know and love people, taking care of them, and mentoring them. For the first time in Church history, we are now working with five generations of people in North American churches.

3. Process

A strategic goal must outline precisely what we are going to do well, with limited resources. With time and money stretched thin, we have to say “no” to some things, because we can’t do everything. We must prioritize.

4. Products and Services

The church must provide value and address people’s pain points. What we offer creates opportunities for the church to engage.

Those days of denominational loyalty are long gone. People today read online reviews and search on the internet for church information. It sounds so good when we say we are not competing. I want to believe it. In our churches, over 90% of newcomers identify themselves as Christians. This means only a small percentage of our growth is coming from the unchurched. Many churches are playing musical chairs. If your products and services do not provide value to those attending, they will find another church to meet their needs.

5. Performance

The most difficult part is to have the discipline to understand what is significant. Good metrics go beyond what is easy to measure. The most important areas are often the hardest to measure.

As a church, we should measure the state of spiritual formation (discipleship) and biblical literacy of our attendees. Church members should be able to understand our biblical doctrines. It speaks volumes about the health of a church if people notice the change in music style but no change in theology.

6. Profits

Financial management personnel in not-for-profit organizations often use the phrase “no margin, no mission.” A nun, Sister Irene Kraus, who successfully ran six hospitals, originally coined that term. Daughters of Charity National Health Care System is credited with introducing the phrase “no margin, no mission” to health care. Irene was of the opinion that charity will not suffice to sustain a mission and that institution has to be financially stable. If there is a mission, there must be a margin.

A pastor needs to keep an eye on cash reserves (at least 90 days of operating expenses). Keeping personnel costs under 50% (which in smaller churches is not possible) and the church mortgage below 2.5 times revenue. The Executive Pastor should be concerned if the church is taking on a heavy debt load, church personnel costs have increased, or if cash reserves are low.