This book should be required reading for all pastors. It will especially help those who are new or fairly new to a parish.
John Wimberly makes a clear distinction between leadership and management, noting that most pastors have to do both — (1) help a congregation catch the vision of what God is calling them to be and do and (2) attend to the details of making sure things are done effectively. “If we approach a management problem from a leadership perspective we are likely to mismanage it. If we approach a leadership problem from a management perspective, we are likely to miss opportunities to create positive change in the congregation.” (p. 24)
He uses a systems approach, noting how the church works as a system in the larger cultural system. This approach helps one to see the big picture. Three interlocking inputs — personnel, facilities, and finances — combine to produce the ministry outputs of proclamation, pastoral care, program, and mission.
He describes many specifics of management, appealing to people who are insistent that details be handled competently. Wimberly also stresses the importance of having clear personnel policies and procedures, noting how critical it is to base job descriptions and appraisals on the congregation’s strategic plan (p. 56).
Wimberly urges churches to employ professionals who are not part of the church to either perform or oversee accounting (auditing, etc.), assessing building maintenance, and use of technology. Regular outside audits keep churches from being fleeced by members they naively trusted. Regular professional maintenance is often deferred in the name of mission. Bringing in qualified professionals to assess the state of the building and its mechanical systems can help leaders plan for major expenses.
Wimberly’s emphasis on a pastor’s being able to read and understand financial reports is excellent.
I quibble with a few side opinions Wimberly voices. For example, he asserts that the proper tenure for interim pastors is much too long, comparing the typical turn-around time for a business or non-profit (p. 65). But since one recent study found that the median tenure of a non-profit CEO was only 5.5 years, I don’t find that argument persuasive. The author also asserts that a church should set aside money every year to develop a reserve fund. I wish he had also suggested having a vigorous wills emphasis program directed towards such a fund. Regardless of approach, leaders need to think ahead and anticipate big expenses. By so doing, they present opportunities for creative problem solving.
On balance, this is a most valuable book. I have already and will be recommending it to my coaching and consulting clients.
ROBERT HARRIS, a parish pastor for 40 years, has been coaching pastors since 2004 (bobharriscoaching.com).
