I agree with much of what you said. But what if a church of 300 grows at a modest 10% a year due to the very type of preaching and discipleship envisioned? A pastor who lead in this way for 20 years would have a mega church. In a growing community (like where I live) this might just be keeping up with the influx of new people each year. In the past I worked at a church of 50 where one family was 10% of the church. The strategy was the same: preach the gospel, teach people how to live and do the same.
What you're describing is what I would consider organic growth. One thing I would want to examine though, would be where's the growth coming from. Are these new, unchurched people attending, or are they from other churches?
Your question though, is helping me to make it more clear where I'm writing from. I was on staff at a church similar to what you described that grew 10%-15% for six years in a row. While the growth is exciting, it can become exhausting on staff. Staff relationships can become strained. Work cultures can easily shift toward unhealthy dynamics. The unhealth behind the scenes is justified by the growing numbers. That's the part the average church attender doesn't see.
There are always exceptions, but there's a reason why more attendees create "growing pains." To keep up with the growth, pastors often have to change who they are to manage the infrastructure. At a certain level, only pastors with very specific giftings, particularly administration, have the ability to manage the large numbers. So you hire an executive pastor who now manages the staff. Sounds simple, right? Unless you're a staff who has had close relationship with your lead pastor, and suddenly you don't and the culture shifts.
Relationship no longer becomes the priority, production does. You're now on staff to produce and manage. This is not the same application with how the Bible uses the term "overseer."
It's interesting you used the number 300 because it's the number I've landed on for when a church should think about multiplying itself in a different location. It's large enough to self-sustain and small enough for people to know one another and be able to connect with their pastor.
Interesting. Where I work now was about 350 a Sunday when I started 10 years ago. We are more like 1400 per Sunday now. Mostly baptisms... Lately a lot of college students.
It HAS caused growing pains. But by God's grace our team has largely remained the same. We hired two people in that time who have since left. We went from 4 full time people to like 22. Lots of systems. But (to me) still just as fun. Lead Pastor and next gen pastor have been here over 20 years. Several over 15, etc.
Well said! A big difference between numerical breadth vs discipleship depth
Yes!
I’m looking forward to that series of articles.
I agree with much of what you said. But what if a church of 300 grows at a modest 10% a year due to the very type of preaching and discipleship envisioned? A pastor who lead in this way for 20 years would have a mega church. In a growing community (like where I live) this might just be keeping up with the influx of new people each year. In the past I worked at a church of 50 where one family was 10% of the church. The strategy was the same: preach the gospel, teach people how to live and do the same.
What you're describing is what I would consider organic growth. One thing I would want to examine though, would be where's the growth coming from. Are these new, unchurched people attending, or are they from other churches?
Your question though, is helping me to make it more clear where I'm writing from. I was on staff at a church similar to what you described that grew 10%-15% for six years in a row. While the growth is exciting, it can become exhausting on staff. Staff relationships can become strained. Work cultures can easily shift toward unhealthy dynamics. The unhealth behind the scenes is justified by the growing numbers. That's the part the average church attender doesn't see.
There are always exceptions, but there's a reason why more attendees create "growing pains." To keep up with the growth, pastors often have to change who they are to manage the infrastructure. At a certain level, only pastors with very specific giftings, particularly administration, have the ability to manage the large numbers. So you hire an executive pastor who now manages the staff. Sounds simple, right? Unless you're a staff who has had close relationship with your lead pastor, and suddenly you don't and the culture shifts.
Relationship no longer becomes the priority, production does. You're now on staff to produce and manage. This is not the same application with how the Bible uses the term "overseer."
It's interesting you used the number 300 because it's the number I've landed on for when a church should think about multiplying itself in a different location. It's large enough to self-sustain and small enough for people to know one another and be able to connect with their pastor.
Interesting. Where I work now was about 350 a Sunday when I started 10 years ago. We are more like 1400 per Sunday now. Mostly baptisms... Lately a lot of college students.
It HAS caused growing pains. But by God's grace our team has largely remained the same. We hired two people in that time who have since left. We went from 4 full time people to like 22. Lots of systems. But (to me) still just as fun. Lead Pastor and next gen pastor have been here over 20 years. Several over 15, etc.
How large is the community your church is located in? Surrounding area as well?
County is 200,000 ish. City is county seat and center of commerce. It's doubled in size over 10 years, and quadrupled in traffic 😂