Transitioning Ministry
Transitioning ministry provides professional leadership to congregations to navigate shifts in congregational life which accompany a change of ministry. As indicated in other portions of this packet, my seven transitioning ministries to date have encompassed a wide range of challenges as well as rewards. I know clearly that the more intentionally a congregation engages in intentional transitioning, the more positive the outcome for their future relationship with their next settled clergy.
Interim ministry is guided by five goals, referred to as “Focus Points,” which are common to all interim congregations. Paralleling these Focus Points for interim ministry are the congregation-specific goals defined by each congregation in developmental ministry. In either case, these goals provide shape and direction for the transitioning period. Because the interim Focus Points are somewhat abstract statements about congregational activity during transitioning, below I offer some actual examples of habits and activities in congregations I have served to illustrate each of these Points. These examples also apply to many of the particular goals outlined by congregations in developmental ministries.
Interim ministry is guided by five goals, referred to as “Focus Points,” which are common to all interim congregations. Paralleling these Focus Points for interim ministry are the congregation-specific goals defined by each congregation in developmental ministry. In either case, these goals provide shape and direction for the transitioning period. Because the interim Focus Points are somewhat abstract statements about congregational activity during transitioning, below I offer some actual examples of habits and activities in congregations I have served to illustrate each of these Points. These examples also apply to many of the particular goals outlined by congregations in developmental ministries.
Five Focus Points of Interim Ministry
I. Heritage: Reviewing how the Congregation has been shaped and formed: The Congregation’s heritage, both corporate and individual, is the foundation on which the present rests. Focus on heritage means encouraging and hearing all of the stories about the Congregation’s past and embracing the rich variety that makes up this particular Congregation.
One of the usual projects during transitional ministry is the congregation’s History Wall. Understanding where we are coming from --- in church life, in our personal lives --- influences who we are today and where we are going in the future. The History Wall project entails the construction of some type of visual representation of the congregation’s history: its people, activities, milestones, and more. Even more important, the project invites congregants to discuss together their perspective on events of the past, to highlight accomplishments and heal conflicts. Unpacking past events is particularly helpful for congregations which have experienced misconduct, conflict, or abuse. Of particular attention currently is our denomination's commitment to acknowledging the ill-effects on congregational life created by abuse of sexual boundaries, a culture referred to as “Afterpastor.” Recovery from abuse starts by talking about our history. I have received particular training to assist congregations through this challenging yet important process of discerning the effects of clergy misconduct in their history.
One of the usual projects during transitional ministry is the congregation’s History Wall. Understanding where we are coming from --- in church life, in our personal lives --- influences who we are today and where we are going in the future. The History Wall project entails the construction of some type of visual representation of the congregation’s history: its people, activities, milestones, and more. Even more important, the project invites congregants to discuss together their perspective on events of the past, to highlight accomplishments and heal conflicts. Unpacking past events is particularly helpful for congregations which have experienced misconduct, conflict, or abuse. Of particular attention currently is our denomination's commitment to acknowledging the ill-effects on congregational life created by abuse of sexual boundaries, a culture referred to as “Afterpastor.” Recovery from abuse starts by talking about our history. I have received particular training to assist congregations through this challenging yet important process of discerning the effects of clergy misconduct in their history.
II. Leadership: Reviewing the membership needs and its ways of organizing and developing new and effective leadership: Transition time provides opportunity for individuals and the congregational organizations to examine the types of leadership needed so that new leaders will emerge, while seasoned leaders may recommit or may refocus their gifts.
Transitioning ministry usually focuses internally, on relationships, habits, and structures within the congregation rather than on outward connections to the wider community. With that, transitioning ministers often concentrate on interactions with staff. During transitioning ministry, I work with program staff in music and faith development to assess, define, and perhaps re-shape their programs. I also work with operations staff as needed on building maintenance, record keeping, communications, and outreach to the community. During one position I served, we increased staff from one employee other than the minister to a full complement of part-time professional leaders.
Transitioning ministry usually focuses internally, on relationships, habits, and structures within the congregation rather than on outward connections to the wider community. With that, transitioning ministers often concentrate on interactions with staff. During transitioning ministry, I work with program staff in music and faith development to assess, define, and perhaps re-shape their programs. I also work with operations staff as needed on building maintenance, record keeping, communications, and outreach to the community. During one position I served, we increased staff from one employee other than the minister to a full complement of part-time professional leaders.
A transitioning minister also mentors and advises lay leadership. In most congregations I have served, conversations to define and perhaps to reorganize the work of the governing board are common. Governance in Unitarian Universalism’s congregational polity may be one of the least well understood aspects of congregational leadership. In particular, most congregations benefit from reading Governance and Ministry by Dan Hotchkiss. I also offer leadership development materials created by UUA regional staff and congregational consultants posted on the UUA website.
A critical area for leadership development during a transitioning ministry is often to clarify the role and purpose of a Transition Team, which fills some of the same functions as the Committee on Ministry during settlements. In some congregations, the learning curve about this team central to the support of a minister has been steep. The first few months of my current interim ministry I devoted to clarifying the purpose of the Transition Team. Once the team understood their role, they guided important work in leading the congregation to create an All-Church Covenant: prior to this interim ministry, the congregation had avoided both the concept and the practice of “covenant.” Our covenant work required several more workshop sessions than I originally anticipated, but the end result is a covenant statement which now appears on principle congregational documents such as Orders of Service.
A critical area for leadership development during a transitioning ministry is often to clarify the role and purpose of a Transition Team, which fills some of the same functions as the Committee on Ministry during settlements. In some congregations, the learning curve about this team central to the support of a minister has been steep. The first few months of my current interim ministry I devoted to clarifying the purpose of the Transition Team. Once the team understood their role, they guided important work in leading the congregation to create an All-Church Covenant: prior to this interim ministry, the congregation had avoided both the concept and the practice of “covenant.” Our covenant work required several more workshop sessions than I originally anticipated, but the end result is a covenant statement which now appears on principle congregational documents such as Orders of Service.
III. Mission: Defining and redefining a sense of purpose and direction: The primary work in this area involves clarifying the faith community’s identity and core values, working to develop, update, and revitalize mission and vision statements, and review strategic and tactical plans including stewardship and the financial health of the congregation.
Reviewing, discerning, re-evaluating, and re-articulating a congregation’s mission and purposes may be one of the most important projects during transitional ministry. Having a clear sense of mission grounds all that a congregation does together. Mission also affirms our congregations' place in the wider movement of liberal religion. To be done well, conversations about mission should extend over of period of several months, and may include worship services to ground conversations, all-congregation forums, small-group cottage meetings, and a select team of leaders to craft and construct a mission statement. Follow-up on this important creative work is also essential: all too often, we spend time discerning mission and then forget to post our mission statement in prominent locations such as in printed Orders of Service, on congregational stationery, and on wall plaques in critical locations in our church buildings. Additionally transitioning periods are also time as needed for a minister to mentor congregations on the concept and implementation of "covenant," our agreements for how we walk together in this non-creedal faith; and vision, how we imagine taking the congregation as a guardian of free religion into the future.
Reviewing, discerning, re-evaluating, and re-articulating a congregation’s mission and purposes may be one of the most important projects during transitional ministry. Having a clear sense of mission grounds all that a congregation does together. Mission also affirms our congregations' place in the wider movement of liberal religion. To be done well, conversations about mission should extend over of period of several months, and may include worship services to ground conversations, all-congregation forums, small-group cottage meetings, and a select team of leaders to craft and construct a mission statement. Follow-up on this important creative work is also essential: all too often, we spend time discerning mission and then forget to post our mission statement in prominent locations such as in printed Orders of Service, on congregational stationery, and on wall plaques in critical locations in our church buildings. Additionally transitioning periods are also time as needed for a minister to mentor congregations on the concept and implementation of "covenant," our agreements for how we walk together in this non-creedal faith; and vision, how we imagine taking the congregation as a guardian of free religion into the future.
IV. Connections: Discovering and revitalizing all the relationships a faith community builds outside of itself. Re-assessing old links and considering new ones. Sometimes congregational life is so busy that congregations and their leadership forget to attend to their connections both to their denomination and to the network of communities around them. Transition is an appropriate time to re-assess old links and to consider new ones.
Transitioning ministry is a time for congregations to build or hopefully strengthen trust in denominational resources and personnel, as well as to explore new avenues for collaboration among neighboring congregations and with district, regional, and national UUA staff. The very positive outcome from recent transitioning work in one congregation I served would not have been nearly as successful without support from many UUA resources and staff. This support included Start-Up Workshops for all three new program staff: minister, music director, and faith development director. Additionally, workshops led by the District Executive enhanced the congregation's work on mission. Several in-person visits, in addition to numerous phone calls, with the national Transitions Director and the Ministerial Search Representative, insured that the Ministerial Search Committee was well-informed and working as a team: that work resulted in a successful call of a new settled minister.
Transitioning ministry is a time for congregations to build or hopefully strengthen trust in denominational resources and personnel, as well as to explore new avenues for collaboration among neighboring congregations and with district, regional, and national UUA staff. The very positive outcome from recent transitioning work in one congregation I served would not have been nearly as successful without support from many UUA resources and staff. This support included Start-Up Workshops for all three new program staff: minister, music director, and faith development director. Additionally, workshops led by the District Executive enhanced the congregation's work on mission. Several in-person visits, in addition to numerous phone calls, with the national Transitions Director and the Ministerial Search Representative, insured that the Ministerial Search Committee was well-informed and working as a team: that work resulted in a successful call of a new settled minister.
V. Future: Developing congregational and pastoral profiles that position the congregation for its next ministry: Focusing on the future requires a healthy and honest assessment of the other focus points so that the congregation can turn its energy toward proactive decision-making for the future. The Intentional Interim Leader offers the congregation a variety of possibilities to engage the Five Focus Points.
Among the more important future-oriented mentoring during periods of transitioning is support for ministerial search. The last three congregations I have served learned well the value of moving forward with search well, not quickly. One congregation extended the interim period from two to three years, and a developmental ministry originally contracted for three years extended to four. Both of those congregations enjoyed successful searches for their new settled ministries. My current two-year interim will next move to a developmental ministry: between the challenges of pandemic closures for most of this interim period and a high level of congregational conflict in the previous settlement, the congregation needs more time to clarify identity, mission, and vision before engaging in settled search.
Among the more important future-oriented mentoring during periods of transitioning is support for ministerial search. The last three congregations I have served learned well the value of moving forward with search well, not quickly. One congregation extended the interim period from two to three years, and a developmental ministry originally contracted for three years extended to four. Both of those congregations enjoyed successful searches for their new settled ministries. My current two-year interim will next move to a developmental ministry: between the challenges of pandemic closures for most of this interim period and a high level of congregational conflict in the previous settlement, the congregation needs more time to clarify identity, mission, and vision before engaging in settled search.
In one previous interim ministry I also envisioned and guided an End-of-Life program, in partnership with Adult Faith Development and the Caring Circle. We offered classes and workshops on various topic related to Aging and created a repository at the church for members to file Vital Life-Planning documents.
Another aspect of visioning the future during transitioning ministry is assessment of the congregation's physical plant. While I was not directly involved in a major upgrade to the business and minister's offices at Reston UU, it was my mentoring and encouragement which motivated the board and facilities leaders to implement an office re-do. The upgrade was important for the physical aspects of the office, but even more important for the message it conveyed about the importance of a pleasant work environment for professional staff.
Transitions are a part of life. Transitions in ministry are no less inevitable,
and no congregation or minister can avoid them, nor should they try.
Some of us do transition well; others need more practice. It is not a one-size-fits-all process....
Now more than ever, we need good ministry and good interim ministry.,,, Keith Kron
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