I use the term “metrics” to describe the seventh key factor of Church Wellness.
I could as easily use words like “measurements” or “statistics” or “numbers.” The point isn’t the label, but the “test & measure” principles behind it:
“¢ we need to try out reasonably promising ideas
“¢ we need to measure the outcomes of what we do
“¢ we need to be guided by those outcomes, making our next decisions on the basis of what worked or didn’t work.
Rather than argue endlessly about proposed solutions — as if we were smart enough to avoid failure every time — be bold in testing possibilities and let the marketplace speak. Ratchet down the heated arguments among solution proponents, which tend to be contests of the will and preservation of advantage, not objective analysis.
Then gather data consistently and fearlessly. Measure expectation, measure actuality, measure cost, measure trends. For example, in planning a new midweek offering, state your expectation — say, 30 regular participants. Count the 10 who actually participate. Track what it cost to serve those 10. Track whether the initial 10 grows to 20 and 30, or stays flat before declining.
Numbers need to be gathered accurately and consistently. A negative number isn’t to be avoided for fear of offending someone or admitting failure. Behind the basic principle of “test and measure” is a conviction that an institution ought to do what works and stop doing what doesn’t work. As a steward of limited resources, a church cannot justify continuing programs that few are attending or offering services that few utilize.
Measurements ease our fear of failure by promising prompt discernment of false assumptions, inadequate planning or conceptual gaps, and by facilitating prompt remediation. An idea’s proponent won’t be “hung out to dry” with an idea that has missed the mark but cannot be dropped.
“Test and measure” recognizes that reality isn’t always responsive to our plans and actions. Nor are our planning and execution flawless. It recognizes that failure is a better teacher than success. It asserts that risk-avoidance is poor stewardship. And that “pet projects” aren’t always good ideas.
Outcome-based decision-making would transform our congregations. (For a more complete discussion of Metrics, go to www.churchwellness.com and join the Church Wellness Project.)
Tom Ehrich is a writer, consultant, and leader of workshops. An Episcopal priest, he lives in Durham, N.C. The church wellness project may be found at www.churchwellness.com
