One Key to Changing Your Church Culture

Photo by Ross Findon on Unsplash

One of the most difficult aspects of a change in leadership is changing the culture of that church, group, or organization. 

You can change the values, the mission statement, and the strategy. But those changes to values and strategy won’t matter if you don’t change the culture. 

Why?

Because whatever the culture is, that is what people do. 

Tod Bolsinger said, “Culture is the set of default behaviors and usually unexamined or unreflective practices that make up the organizational life and ethos of a company, organization, family or church. In short, organizational culture is the way we do things around here.” 

To change culture, you must look at how things are done. How do decisions get made? Who needs to be in the room for those decisions to be made? Do decisions get made by a small group after the meeting?

You can have the most outward-oriented strategy as a church, but you won’t be effective if your behaviors don’t match that. 

Many new pastors come into a church and think that if they change the mission, vision, or strategy, they have changed the church. 

But the group will always default to culture. 

How does that culture get set?

Culture is rarely decided on. A meeting is held to work through vision, values, mission, and strategy. But a meeting is rarely held to decide culture. Culture simply happens. It happens through behaviors, policies, celebrations, and demotions. When you cheer someone on, culture is set. When you scold someone or redirect someone, culture is set. 

John Kotter said, “Organizational culture is usually set by the group’s founders and reinforced through success. When a value leads to a behavior resulting in a desired outcome, the values and behaviors become embedded in the group’s DNA.” 

One important thing leaders need to do is listen to the stories people tell. You will find the culture and where things came from in those stories. 

To change a culture, you must connect that culture change to success. 

People will always default to what brought success in the past. If they see momentum from a ministry project or behavior, they will seek to replicate that. 

As you change culture, focus on new behaviors and do whatever you can to connect them to success. 

Three Important Categories for Leaders

A few weeks ago, I was at the Drive Conference in Atlanta and heard Joel Thomas layout three important categories for leaders. Since then, I’ve been chewing on it because I think they are critical, and they also explain some frustrations we have as leaders if we don’t understand them.

Identity 

Identity is who you are. Your role in life as a husband, wife, parent, friend, boss, and child of God. 

These are also the roles you play outside of leadership and ministry; the hobbies that you have, the interests you give your time to. 

This is hard for us to think about, but this is the foundation of leadership. Too often, as leaders, our identity is wrapped up in what we do or our ability. 

Your identity is formed in a lot of ways that affect your leadership. 

It started years ago in your family of origin. It is formed in early experiences in school and friendships as you grow up. Your experiences and the heartaches shape it, as well as the celebrations you experience through life. 

If you grew up and learned not to trust people or that people can’t be trusted (real hurts), that shapes how you interact with people around you and how much trust you give to others. If you were raised to believe that what you did was the most important thing about you, that shapes how you go about leadership and teamwork.

Your story affects how you interact, show up, your motivations and how you trust or do not trust those around you. 

Connected to this is understanding how you are wired. You need to know your personality, motivations, desires, and fears. You also need to understand the things you carry from your past: shame, hurt and other parts of your story

Those things about you shape your identity as a leader and are easily overlooked.

Calling

Calling is what you feel like God has called you to do with your life. 

We define that differently. And we talk about how that calling comes to us in different ways, but we have it. 

Some feel called to be a pastor, in ministry, etc. You may feel called to leadership in the marketplace, a non-profit; your calling may be to eradicate something. But all of us have that calling. 

We get tripped when we confuse identity and calling. They are connected but not the same. 

And let me say this, being a pastor is a calling, but it’s also a job. A job that you will one day leave and retire from

In many ways, identity is who you are, calling is what you do with that or because of that.  

John Onwuchekwa said, “You HAVE a calling FROM God. You ARE a child OF God.”

Assignment

Your assignment is what God has called you to now. Your assignment right now might be to be a lead pastor, associate pastor, church planter, elder, or volunteer. 

Your assignment is your current season. It may be just beginning. You may be ending an assignment and figuring out what’s next. 

Again, we can confuse our calling with an assignment. We can also confuse our assignment with our identity. Many pastors and leaders don’t know where they end and where their church begins, which leads to all kinds of unhealthy things. 

Assignments can last decades, and they can last for a year. Assignments can change at the drop of a hat when you aren’t aware. 

These categories are critical to understand and keep separate. If we confuse them, we will find ourselves in some dangerous places as leaders and watch our hearts erode

Look Before You Lead: How to Discern & Shape Your Church Culture

bookEvery Tuesday morning, I review a book that I read recently. If you missed any, you can read past reviews here. This week’s book is Look Before You Lead: How to Discern & Shape Your Church Culture (kindle version) by Aubrey Malphurs.

I can’t even begin to describe how good and helpful this book is. The appendixes alone are worth the price of the book as they essentially give you Malphurs consulting toolbox.

The struggle many pastors have when it comes to leadership, making changes, preaching, leading their staff, working with volunteers is that they don’t understand the culture they work in. They are simply trying to put ideas into place, move things forward or make a difference. Until you understand the culture you have as a leader, those you lead, the world around your church and the world inside your church, you won’t be able to move anything. This book is particularly helpful for pastors about to move to a new church as Malphurs has an entire checklist of questions to ask a church board who is interviewing you. I found that extremely helpful from the other angle as it gave me questions I need to know for Revolution and questions I would ask a leader to determine if they fit our culture.

The reality is that every church is different. Every church has a different history, different set of leaders. So what works in California doesn’t work the same way in New York. In the same way that what works in one part of a city doesn’t work in another part of a city.

But what is culture? According to Malphurs, “The church’s congregational culture as the unique expression of the interaction of the church’s shared beliefs and its values, which explain its behavior in general and display its unique identity in particular.” And, “a primary responsibility of today’s strategic church leaders is to create, implement, and re-implement an organizational culture that rewards and encourages movement toward the church’s mission and vision. Every pastor must understand that to a great degree his job is to lead and manage the congregational culture, but if he doesn’t understand that culture as well as his own, he won’t be able to do the job.”

Here are a few other things that jumped out:

  • The organization’s beliefs and values intermingle and are seen in the church’s behavior or outward expression of itself. This is the first layer that is represented by the apple’s skin. Churches express themselves through their behaviors and outward appearance.
  • The behaviors and outward expressions are what an observer, such as a visitor, would see, sense, and hear as he or she encounters a church’s culture. Some examples are the church’s physical presence (facilities), language (multi- or monolingual), clothing, symbols, rituals, ceremonies, ordinances, technology, and so forth.
  • Churches are behavior-expressed but values-driven. The inward values drive and explain the church’s outward behavior. These values explain why the church does what it does at the first behavioral level and why it doesn’t do what it should do. When a church culture acts on its beliefs, they become its actual values. Until then they are aspirational in nature and inconsistent with the church’s actual observed presence and expressed behavior.
  • Churches are behavior-expressed, values-driven, and beliefs-based.
  • These three elements of organizational culture—beliefs, values, and their expression—work together to display the church’s unique identity.
  • Congregational culture as a church’s unique expression of its shared beliefs and values.
  • “The most important single element of any corporate, congregational, or denominational culture . . . is the value system.”
  • A ministry based on clearly articulated core values drives a fixed stake in the ground that says to all, “This is what we stand for; this is what we are all about; this is who we are; this is what we can do for you.”
  • An organization’s core values signal its bottom line. They dictate what it stands for, what truly matters, what is worthwhile and desirous. They determine what is inviolate for it; they define what it believes is God’s heart for its ministry.
  • Core values are the constant, passionate shared core beliefs that drive and guide the culture.
  • The key to understanding what drives you or your ministry culture is not what you would like to value as much as what you do value.
  • To attempt change at the surface level is problematic and disruptive. People persist in their beliefs and resent the change because leaders haven’t addressed it at the beliefs level. Thus the leader or change agent must discover the basic beliefs and address them as the church works through the change process.
  • Every thriving, spiritually directed church is well fed and well led.
  • We cannot do anything we want, because God has designed us in a wonderful way to accomplish his ministry or what he wants. Only as we discover how he has wired us will we be able to understand what specifically he wants us to accomplish for him in this life, whether it’s through pastoring a church or some other important ministry.

As I said, if you are a pastor, this is an incredibly helpful book to work through.