Evangelism in the Episcopal Church?

1. Evangelismin the Episcopal Church? Stephen McHale, February 2011

2. Evangelism Not a program but an integral component of Christian life, just like worship, prayer, pastoral care, education, stewardship and service

3. Context: ECUSA • Need to move Episcopal Churches to build and grow – move beyond maintenance • Situation: • Church in decline. Little sense of urgency • Suspicion of growth and evangelism • Issues divide and sap creative energy • Little recognitions of different types of leaders: Maintainers versus Builders • “We need leaders who are missionaries in a secular world rather than chaplains to a believing world.”

4. Reframing the Context • You could say we’re in a context in which traditional Christianity is declining Or • You could say we’re in a target-rich environment

5. Context @ Church of the ResurrectionThings going well: • We have great vitality, energy, inclusive liturgy, accessible leadership • Strong pastoral ministry, vibrant youth, children’s and family programs, relevant preaching (I hope) • Bruce, or rector • One foot in church, one in the world: • Yoga, hiking, Warm Winter Nights, God and Beer, Peter Pan Preschool, VBS

6. Context @ Church of the ResurrectionChallenges: • We’ve been stuck at 150-175 ASA for years. Why? • We do pastoral-sized ministry really, really, really well: • Everyone knows the leaders/leaders know everybody • People come to church to be with their friends • We tend to group ourselves by common-denominators: friends, cliques • We take care of each other well • Our strength at pastoral ministry may be limiting us to pastoral ministry • Growth may require more flexible management structure, more common-denominators, and an attitude of evangelism

7. Q: How Might We Break Out of This?A: Phil & Stephen’s 4 Steps to Vitality • Healthy system • Management strategy that is flexible and scalable • Evangelical attitude • Focus on 2-3 things parish does well

8. 1. Healthy System • Focus on strengths, not on what is broken • Leadership does not let saboteurs derail change • Clear communication without triangulation • Self-definition • Clear boundaries • Churches tolerate bad behavior out of sense of empathy/kindness. This drives many people away

9. 1. Healthy System (Bishop Rickel) • Problem? Come to me (privately) • If I have a problem, I’ll come to you (privately) • If someone has a problem with me and comes to you, send them to me • If someone consistently will not come to me, say “Let’s go see __ together. I’m sure __ will see us” • Be careful how you interpret me. I’d rather do that • I will be careful how I interpret you • If it’s confidential, don’t tell • I do not read unsigned letters or notes • I do not manipulate; I will not be manipulated; don’t let others manipulate you

10. 2. Management Strategy that is Flexible and Scalable • Can’t know more than 175-200 names/personal histories. If all relationships in church point to single leader, hard to grow beyond this • Delegation of ministry and responsibility • Ministries need to be scalable. Example: One person can’t lead five small groups personally, but one person can manage them • This often requires cultural change in a church because it may not play to leadership’s strengths and because not everyone can have 1:1 relationship w/ all leaders • “Our success holds the seeds of our decline.” –C. Fulton

11. 3. Evangelical Attitude • Give evangelism the same level of focus that we give to worship, prayer, pastoral care, education, stewardship and service • Focus evangelical message on the top 20% of parishonners – convert ourselves first • Focus on transformation • Starting with vestry, talk about how Jesus has changed our lives (gasp!) or how God has transformed us • Break down Episcopal reluctance to share faith, transformation, God and Jesusy stories

12. 3. Evangelical Attitude, Cont. • Particular Episcopal Challenge with Evangelism: • Episcopalians tolerate and even embrace theological ambiguity • “I wonder…” “Well, what do you think?” • How do you evangelize ambiguity and wonder and questions? • This is one of our strengths, but it’s difficult to articulate simply

13. 4. Focus on 2-3 Things Parish Does Well • One theory says a business or other organization should spend most of its energy focusing on 2-3 things it does well • These are called verticals • Church gets expertise at and reputation for doing these well. These become the “brand” or “products” of the church • Over time, church can apply what it learns –expertise, relationships, volume to other areas, taking the verticals horizontal

14. Vestry and Evangelism • Vestries like to spend energy on problems they understand, such as fundraising, building projects, and things that fit into spreadsheets • That’s not to say these things are easy, but they’re often technical problems • Ideally these technical problems form the infrastructure on top of which ministry takes place • If a vestry can spend only 1/3 of its time on technical work, then it is freer to focus on ministry: • Formation, evangelism, stewardship, outreach, transformation • Ministry challenges are more important for growth than infrastructure challenges are

15. Some things to think about… • By showing up at church, people are assuming the risk of being offended and evangelized • Plan programs/events around other common denominators than the ones we usually focus on • Mom’s/Dad’s/Families groups? • Worship w/ different format/time • Spiritual Strength – Recruited & trained lay leaders articulate faith • Growth in Depth – Leaders concentrate time by developing most active 20% • Growth in Breadth - Reputation in community for outreach and justice • Worship – Highlighting spiritual transformation through sermons, sharing and growth in missionary vision