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Several years ago, I was a church leader in a congregation of between 125-175 people. During this time, we had an opportunity to build a new church building. We had talked about this for years, but were never able to justify it.

Our regional leaders said we must significantly increase our Sunday participation to qualify for the building. Our local leadership team set about developing plans to do just that, and we engaged the congregation accordingly.

digSomewhere along the line we received feedback from the congregation. Their perception was we wanted to grow membership to win a larger building. They thought we lost sight of the bigger mission of the church to improve people’s lives. This caused us to reflect on our messaging, and adjust it to be sure people understood that our main purpose was to improve lives, a by-product of which would be a larger building.

In your enthusiasm to drive an exciting new change forgb2 your organization:

• Are you forgetting the main purpose of your organization?
• Have you tied the purpose of your change program to the overall purpose of the organization?
• Do your stakeholders understand why the change is necessary and how it supports your overall purpose?

In three years, we broke ground on the new facility. Fourteen months later we moved into building that doubled our previous foot print. We also increased membership by 35%, and most importantly, we helped current and new members make great improvements in their lives.

Helping you achieve greater value from your transformation.
Steve

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