For better or worse, we live in a changing world. And the pace of change seems to be increasing — both inside and outside the Church.

Leading through change is part of ministry. The question is not if a congregation will change, but when and how.

Some change is rapid and unexpected, such as the shift to online services many pastors navigated during the COVID-19 pandemic.

Other changes are more gradual and deliberate. For example, adding a service or moving to a multisite structure takes time and planning.

Whatever the circumstances, church leaders must recognize when change is appropriate and develop strategies for leading people through it.

This is nothing new. From the first book of the Bible, God has been calling His people to change.

In Genesis 12:1, the Lord told Abraham, “Go from your country, your people and your father’s household to the land I will show you.”

Following this command was a series of blessing proclamations:

I will make you into a great nation,
and I will bless you;
I will make your name great,
and you will be a blessing.
I will bless those who bless you,
and whoever curses you I will curse;
and all the peoples on earth
will be blessed through you (verses 2–3).

God’s promises of blessing started with change as He called Abraham to a new location, community and way of life.

In response, Abraham “went, as the Lord had told him” (verse 4). By faith, Abraham embraced and pursued God’s vision of change, despite the unknowns (Hebrews 11:8).

The desire to stay the same and follow well-worn paths is understandable, but it is not a realistic expectation. Change is part of life. It is also an important aspect of following God.

When the people of Israel experienced difficulty during their journey to the Promised Land, they sinfully sought a return to the familiarity of Egypt. However, this was not God’s plan (Numbers 14:1–4).

Joshua stepped forward with a different perspective. He had a vision of the better future to which God was leading them:

The land we passed through and explored is exceedingly good. If the Lord is pleased with us, he will lead us into that land, a land flowing with milk and honey, and will give it to us. Only do not rebel against the Lord. And do not be afraid of the people of the land, because we will devour them. Their protection is gone, but the Lord is with us. Do not be afraid of them. (verses 7–9).

Joshua saw the Promised Land through eyes of faith. Trusting God for the journey, he refused to let fear paralyze progress.

A Foundation for Change

Following God means going where He leads — and sometimes that involves venturing into new or unfamiliar places.

Because God is the same in every generation, we can be sure He won’t leave us — or our congregations — where we are. New things are in store.

As in the story of Israel’s wilderness wanderings, the prospect of change can breed fear and uncertainty. Yet believers have a foundation of faith and hope. We belong to an unshakeable Kingdom and serve an unchanging God.

Malachi 3:6 proclaims, “I the Lord do not change.” And Hebrews 13:8 says, “Jesus Christ is the same yesterday and today and forever.”

The One who brings renewal and change to our lives and communities is constant in His nature and character.

Throughout Scripture, God leads His people along redemptive paths, transforming hearts, situations and paradigms. The Psalms invite the people of Israel to sing “a new song” (Psalms 96:1; 98:1).

In Isaiah, the God who “made a way through the sea” and a “path through the mighty waters” anticipates doing “a new thing” (43:16,19). The exodus story was glorious, but it wasn’t the final act in the redemptive narrative. With God, new wonders are always on the horizon.

Jeremiah speaks of a “new covenant,” a prophecy Jesus ultimately fulfills (Jeremiah 31:31; Luke 22:20; Hebrews 9:15).

Ezekiel sees God transforming hearts of stone, giving His people a “new heart” and “new spirit” (Ezekiel 11:19; 36:26).

In the Gospel of John, Jesus issues and demonstrates a “new command”: “Love one another. As I have loved you, so you must love one another” (John 13:34). This new paradigm testifies that we are His disciples (verse 35).

Following his dramatic change from persecutor to preacher, the apostle Paul testifies of the “new life” in Christ that makes each believer a “new creation” (Romans 6:4; 2 Corinthians 5:17). This is not a one-time experience, but a lifelong process of transformation (Romans 8:29; 2 Corinthians 3:18).

Because God is the same in every generation, we can be sure He won’t leave us — or our congregations — where we are. New things are in store. God is pointing us toward a better future.

When to Lead Change

That brings us to the question of when to lead change in ministry. Pastors and church boards can err by starting change too early or too late.

When a congregation is in decline, leaders often put off thinking about change until the situation is desperate. Consequently, the inertia of downward movement makes a turnaround seem overwhelming and perhaps unlikely.

God is certainly in the business of restoring and renewing things that seem impossible to us. Still, it’s better to pray and think about change before reaching what may feel like a point of no return.

Conversely, a pastor who is eager to see church growth may jump into change too quickly. Premature change frequently results in a lack of buy-in from others, which can bog down the process indefinitely.

To assess the readiness of congregants before launching a change initiative, prayerfully ask two questions.

First, is this the right vision? With input from trusted advisors and team members, consider whether this vision promotes congregational health and effectiveness, aligns with biblical values and priorities, and advances God’s kingdom.

Second, is this the right time? I recently read through the Book of Ecclesiastes during my morning devotions. It reminded me afresh that times and seasons matter.

As Ecclesiastes 3:1 says, “There is a time for everything, and a season for every activity under the heavens.”

Rhythms are part of the created order. Ecclesiastes explains there are times for planting, uprooting, building, dismantling, talking, and remaining silent.

Similarly, there are moments to lead change, seasons to wait with anticipation, and times simply to enjoy the calm predictability of routines.

Pastors don’t bring about change in isolation. The process requires a community working toward the vision together.

Seek discernment regarding the timing of whatever new thing you’re considering. Evaluate structures and systems to be sure the necessary pieces are in place before uprooting or planting. Consider whether you and your team are ready to take on the practical and emotional labor of change.

The right vision is not enough on its own. You need to act on the right vision at the right time. If one part of this equation is missing, you will encounter problems.

Answering the two questions above will reveal a lot about where the journey toward change is heading.

If both the vision and timing are wrong, hit the brakes. Pressing for change under these circumstances brings failure.

When you have the wrong vision but right timing, find a safe place to pull over and turn around. Proceeding toward the wrong vision leads to misguided change. Make a U-turn, and get the church going in a new direction with the right vision.

The right vision at the wrong timing is like a flashing yield sign. The congregation is not ready to proceed.

This is often the hardest signal for leaders to identify and follow. When you know the vision is from God, it can be tempting to run with it immediately. However, forcing change ahead of God’s timing can bring disastrous results.

Waiting requires patience, attentive faith, and a willingness to put people before agendas.

When you have the right vision at the right time, you can advance at the pace that is appropriate for your community. This is the optimal path to change.

How to Lead Change

Knowing when to lead change is only part of the puzzle. Leaders must also determine the best course of action before proceeding.

The goal is not simply herding people from one place to another, but guiding them through change — keeping a compelling, God-inspired picture of a preferred future in front of them.

With this priority in view, consider the following model, based on the acronym CHANGE.

C: Create vision-based urgency. While vision ideally connects to a compelling outlook for the future, sometimes people won’t feel the urgency of leaving what’s familiar until they realize they are standing on a burning platform.

Help parishioners understand and feel the weight of circumstances requiring change in the church. This starts with identifying congregational pain points.

For example, some people might not be on board with adding a service or renovating the nursery. But when they hear that first-time attenders are leaving because they can’t find a place to sit, or that the nursery space is no longer inviting for young families, they will be more likely to accept change as necessary for effective outreach.

This is not about manufacturing crises. Wise leaders don’t invent problems. Rather, they notice matters needing attention and help others see them as well.

When there is a shared sense of urgency, people are more willing to accept the risks and sacrifices of change. Recognizing the reality of the present moment is the starting point in the change process.

H: Harness a guiding coalition to a vision. I refer to a vision rather than the vision here because I see this group of people as essential to the entire process — including helping the pastor identify the right vision.

After completing the step of formulating a vision, the guiding coalition assists with developing, refining, and deepening that vision.

The guiding coalition should be a diverse team representing a variety of viewpoints. They should also be trustworthy individuals who can work with the pastor and one another toward a common goal.

Recruit people with proven leadership ability, good reputations, credibility, expertise, and influence in the congregation and community. A balance of leadership and managerial skills will enable the team to work effectively and efficiently.

The guiding coalition’s input plays a role in vital decisions. Together with the pastor, this team shapes the vision, takes ownership of the process, and influences others to participate.

As the vision moves from implementation
to reinforcement, it
takes root within the
life of the church.

A: Align the majority to the vision. At this point, it is time to bring the vision to the wider church community. After establishing a strong and compelling vision with the guiding coalition’s assistance, confidently share it with the congregation.

Explain where the church is going, laying out a clear, feasible strategy for getting there. Articulate the destination, path, and rationale for the vision.

Share the vision for change with clarity, frequency and simplicity. Use multiple communication methods, such as sermons, décor and signage, website announcements, videos, bulletins, and newsletters.

While talking about where the church is heading, take time to review and express gratitude for where it’s been. Honor and celebrate the past, saying a fitting goodbye to whatever the congregation is leaving behind.

Additionally, provide meaningful pathways for feedback to help develop ownership among congregants.

As leaders grow in their capacity to communicate the vision, the congregation will grow in understanding, acceptance, and buy-in.

N: Navigate the course of the vision. Pastors don’t bring about change in isolation. The process requires a community working toward the vision together.

Seek to equip and empower others by eliminating obstacles to change, revising systems or structures that undermine the vision, inspiring hope, and encouraging participation through volunteer and giving opportunities.

In Leading Major Change in Your Ministry, Jeff Iorg outlines what congregants need during the change process. Essentials include clear and consistent communication, resources for pursuing the vision, and recognition of the sacrifices people are making.

G: Galvanize the vision through routine. Depending on the nature of a change, it may take months before what’s novel becomes normal. Routine doesn’t mean boring, however. As author Peter Drucker affirmed, organizations need both continuity and change.

The goal is not keeping a congregation in a state of perpetual change. Rather, this process is about bringing it again to a place of continuity and stability. In time, what was once unfamiliar becomes an established part of the congregation’s life and culture.

Owning and living in the new reality creates new norms. As the vision moves from implementation to reinforcement, it takes root within the life of the church.

E: Establish a culture of visionary change. While constant change is unhealthy for any community, there is wisdom in regularly evaluating systems and processes with an eye toward continual improvement.

The best time for people to embrace such a mindset is after working through a successful change. Building on this momentum, pastors can help congregants enjoy the fruits of their labor while encouraging them to keep dreaming together about the future God has in store.

Visionary church leaders lay the groundwork for ongoing progress and innovation. A willingness to sacrifice comfort and familiarity so people can encounter Christ and grow in their faith is a value worth passing on to future generations.

An established culture of visionary change creates pathways for renewal. It increases the likelihood that a local church’s influence will outlive its current leaders.

Leading change is an essential part of ministry. But leading people is really what it’s all about.

When a willingness to follow wherever God leads becomes part of a congregation’s DNA, that faith community will be in a position to flourish — both now and for years to come.

Adapted from Healthy Leadership for Thriving Organizations: Creating Contexts Where People Flourish, Baker Academic, a division of Baker Publishing Group, 2023. Used by permission.

This article appears in the Summer 2024 issue of Influence magazine.