True, a corporation can measure profitability. But even there, a smart manager or investor looks beyond the bottom line and considers trends, return on investment, research, and performance relative to other players in dynamic markets.
The difference isn’t the simplicity of a corporation’s metrics, but its strong will to do the measuring. Churches often resist measuring outcomes because the inevitable next step would be performance-based accountability, as opposed to popularity-based. After accountability would come hiring and compensation decisions based on performance, and then would come the reality that change will usually be required in order to improve outcomes.
I think ministers, quite understandably, resist one-sided accountability, where theirs is the only performance being measured, the only salary on the line, and the only tenure that can be disrupted by negative numbers.
If members were held equally accountable for their performance in welcoming visitors, teaching classes, honoring commitments, making adequate tithes, supporting parish mission and praying for others, then leaders would have more appetite for metrics.
As it is, most members consider their church involvement quite voluntary and don’t hesitate to put it aside when work, family, or fun intrude. What business could survive if only 31% of its employees showed up on a workday?
Alternatively, we could accept the reality that ministers and staff are entrepreneurs and everyone else are customers. As customers, members are entitled to expect adequate service, and large customers tend to get more attention than small customers.
As entrepreneurs, however, ministers and staff would be exempted from the control battles that tend to dominate parish life. Entrepreneurs are in charge, and they are free — indeed expected — to do whatever it takes to build the business. If that means changing service schedules, installing large video screens, and engaging in aggressive member recruitment, then so be it.
As it is, ministers are discouraged from being aggressive entrepreneurs, members are rarely held accountable, and performance metrics are shunned. No wonder ministers feel vulnerable and isolated and members feel frustrated when their needs aren’t met.
Tom Ehrich is a writer, church consultant, and Episcopal priest based in New York. He is the publisher of On a Journey, and the founder of the Church Wellness Project www.churchwellness.com.
