Keith Clark-Hoyos

The nominating committee had been meeting for nearly two hours. Most of the slate was complete, but one important role remained open. The annual meeting was approaching, the bylaws required the position to be filled, and everyone was tired. Several names had already been dismissed. One person was too busy. Another might ask more questions […]

The proposal appeared on the agenda as a building-use request. A community childcare organization needed several classrooms during the week. The church had space. The arrangement could bring in needed income, connect the congregation with neighborhood families, and put rooms that sat empty most weekdays back into service. The questions came fast. Who would unlock

The congregational meeting had been called to acknowledge what had happened. For months, members had heard fragments. A staff member had resigned. Several volunteers had stepped away. Questions circulated about how concerns had been handled and why the governing board had waited so long to respond. By the time the meeting began, most people knew

The fellowship hall had been arranged for listening. Round tables replaced the usual rows. Sheets of paper covered the walls, each headed with a question about the congregation’s future. Where is life growing? What is becoming difficult to sustain? What might God be asking of us now? People spoke with more honesty than the planning

The board member had become difficult. That was the phrase leaders had begun using. They asked for the treasurer’s report before a major vote. They wanted to know why a staffing proposal had been discussed by a small group and then brought to the board as though the direction had already been settled. When a

The pastor received the call late in the afternoon. A concern had been raised. A formal review would begin. The people responsible for the process would be in touch soon. The pastor asked what the concern involved, who would oversee the review, how long it might take, and what the congregation would be told. The

A church board was discussing whether to continue a ministry that had been part of the congregation for many years. The program still appeared in the budget. Volunteers were still recruited. Announcements were still made. Yet participation had declined, the same few people carried most of the work, and no one could say with confidence

Several years ago, while serving as Executive Associate Conference Minister, I met with a church leadership team that was trying to imagine whether the congregation could continue. The church had once been large. By the time we gathered, worship attendance had settled around fifty or sixty people. The leaders were new in their roles, and

I was recently working with a church leadership group when a familiar concern surfaced: they were having trouble getting people to participate. People were reluctant to join committees. Some who agreed to serve did not show up consistently. Some came to meetings but did not say much. Others seemed unsure what the group actually needed