Communication is one of a leaders most important responsibilities and most powerful tools. Even though effective communication is known to be vital, it is frequently overlooked or poorly executed.  Patrick Lencioni likes the term CRO – Chief Reminding Officer – instead of CEO. It’s a nod to the necessity of regularly reminding people of purpose and priorities.

Especially in this season of anxiety and uncertainty, leaders need to step up their communication. In “normal” times, communication in a church or ministry may be little more than a listing of upcoming events with an inspirational or thought-provoking message thrown in. But this is certainly not a normal time, and the standard communication pattern doesn’t fit today’s needs (and probably wasn’t adequate back then). Your communication should:

• Clearly state what you do know. You don’t have all your plans worked out yet, and that’s OK. You can and should communicate what you do know. It may be a “no sooner than” date for regathering. Or it may be a set of criteria that will guide your decision or the listing of people who are making key decisions. 
• Be honest about what you don’t know. Leaders who claim to have all the answers quickly lose credibility. Be willing to say that you don’t know when you’ll be able to regather or what the protocol will be when you do. This message can be particularly effective when coupled with what you do know. For example, “We don’t know when we’ll gather again for worship, but we know it won’t be any earlier than mid-June and that we’ll follow the guidance of governmental and medical experts when we do.”
• Remember how little your audience knows. You’re probably absorbing a lot of content to inform your decisions. But most of your audience is not. They aren’t thinking about all the complexities involved in reopening. They may assume that most people’s attitudes toward regathering are the same as theirs. So your messages need to be crafted with this level of innocent ignorance in mind. 
• Offer hopeful glimpses of the present and the future. I continue to hear encouraging stories about the creative ministry that is occurring in this season. Are your people hearing those stories? You don’t want them to have the impression that God’s work through your church or ministry has shut down. But if you’re not sharing stories about what is happening, that’s exactly the impression they will be left with.
• Keep the mission in focus. When everything is changing, how do we decide what to do or not do, what’s important and what isn’t? The answer should be that the organization’s mission is the guiding light through which all decisions are filtered. So make sure to keep the mission at the forefront in all of your communication.

I’m not suggesting that one leader is responsible for all communication. But you can begin the conversation about how to maximize the impact of your outgoing messages match.

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One pastor that I talked to last week has ordered a batch of infrared thermometers, in anticipation of doing temperature checks at the door when his church reopens for worship. I don’t know if that’s the right move or not, but I want to suggest a different step that can be taken earlier and that is much less expensive. Let’s check the pulse of the congregation before we take their temperature.

Specifically, I think a series of “pulse surveys” can help you make wise decisions about when and how to begin gathering again. A brief (2-3 minute), online survey can give leaders input on what the congregation is thinking. By keeping it short, the same survey can be sent every 2 weeks to get a trend line on the changes in opinions and attitudes.

Why bother with a survey? Before you go through all the effort to reopen, wouldn’t you want to know if anyone will show up? Or when you get an angry email about your “online only” model, wouldn’t it be helpful to know if that person is part of a very small minority that happens to be very loud? And wouldn’t all of your congregation appreciate knowing that their leaders are listening?

A survey is not a vote, and you can’t guarantee that it will be representative of the whole congregation. It is certainly not a substitute for prayerful discernment. But it is a tool that leaders can use to help navigate uncertain times.

An example survey follows. Feel free to revise this example and use it in your congregation. If you want to see what the survey looks like in Survey Monkey, click here.

Introduction: Our church leadership is prayerfully and thoughtfully exploring how our congregation can begin to gather again. Most importantly, we are seeking God’s guidance in these decisions. We are also paying close attention to the orders and advice of our governmental officials and health experts. We want to hear from you as another importance source of input. Would you please take 5 minutes to complete this survey?

1. Have you participated in one of our online worship services in the last several weeks? (Yes / No)
2. If you have participated in one of our online worship services, did you experience worship and God’s presence more or less online compared to in-person worship? (More / About the same / Less) Comment: this question intentionally avoids asking what they “like” or “prefer.”
3. Have you participated in an online small group or Bible study class in the last several weeks? (Yes / No)
4. Are you in one of the groups that the CDC and health experts have identified as higher risk for serious health issues from covid-19? (Yes / No) Comment: The answer to this question is likely to have a direct bearing on how they answer other questions.
5. If we began offering in-person worship soon, how likely is it that you would attend? (Likely / Depends on the safety precautions that are in place / Unlikely) Comment: “Safety precautions” are not spelled out in order to keep the survey quick and simple.
6. If we began offering in-person worship soon, would you be comfortable bringing a relative or close friend who is in one of the higher risk groups? (Yes / Depends on the safety precautions that are in place / No) Comment: This and the next question are optional, but I believe they could be particularly informative.)
7. If we began offering in-person worship soon, would you be comfortable bringing a child or grandchild? (Yes / Depends on the safety precautions that are in place / No / Not applicable)
8. One possible first “phase” for our congregation is to gather in small groups in homes. Groups could participate in the online worship service together and then discuss the sermon. What is your reaction to this idea? (I prefer a small group gathering for our first phase / I prefer in-person worship at the church / I am not in a group but would be willing to join one to participate / I am not in a group and am not interested in joining one / I would not participate either in a small group or larger worship gathering) Comment: This question should only be asked if it is being considered as a first phase. Wording should be revised to fit your context.
9. Which of the following activities are you either currently doing or currently willing to do? Check all that apply. (Going to work in an essential job / Going to work in a non-essential job / Going to the grocery store / Getting take-out or delivered food from a restaurant / Eating out in a restaurant / Going to a gym to work out / Getting a haircut / Going to a store to shop for non-essential items) Comment: This question paints a broader picture of what they will or won’t do.
10. What is your age? (Under 20 / 20-29 / 30-39 / 40-49 / 50-59 / 60-69 / 70 or older) Comment: This allows segmentation of answers based on age. I have not included other demographic questions in order to keep the survey short.
11. Is there any other input you want to offer to church leaders as we continue to prayerfully consider our next steps? (Open-ended) Comment: Open-ended questions take longer to answer and to tabulate, so this is the only one on this survey. This question is not shown in the online survey.

Would a survey like this be a helpful way for you to get the congregation’s pulse?

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• Rebuilding takes time. In 2010, the Astros decided to rebuild from the bottom up. They began drafting talented players who eventually became the stars of the 2017 World Series. But they weren’t stars immediately. The team’s leadership had to suffer through several difficult years while allowing these players to improve. Ministry leaders often waste time and energy looking for quick fixes that never materialize rather than developing a rebuilding plan that might work.
• Talent must be developed intentionally. Drafting great players is just a starting point. The Astros’ coaches had to work with each player to unlock their full potential. Two veterans who were added to the roster in the off-season (Brian McCann and Carlos Beltran) provided mentoring and leadership for younger teammates. Many churches and non-profits have talented people on their bench who need to be invited to get in the game and coached to develop their capabilities.
• Big, risky bets may be required. During the playoff run, The Astros looked like geniuses for their late season acquisition of pitcher Justin Verlander. It was not a cheap deal. And Verlander’s 10-8 record in the first half of the season was no predictor of how well he would perform in the playoffs. Ministry leaders should not gamble foolishly, but they can’t win by playing it safe either.
• Success is never guaranteed. Even though the Astros management was committed to the bottom-up rebuilding strategy, there was no guarantee that it would work. Top draft picks can fizzle out (in fact, at least one did). The team’s leaders were committed to seeing the strategy to its completion. Ministry leaders should recognize the cost and uncertainties before embarking on a long-term rebuilding strategy.

• Never declaring Everest. Some leaders never identify the major goal that they are trying to reach. Perhaps they’re trying to keep their options open. Or maybe they think that naming a huge challenge will frighten others in the organization. But a failure to declare what is most important will produce about the same results as climbing a mountain without the proper gear.
• Declaring everything to be Everest. Other leaders are quite willing to say, “This is the most important opportunity (or challenge) that we’re facing.” The problem is that they make the declaration every few weeks, and “this” is always different. Climbing to the top of the world takes a lot of planning and preparation. So does tackling a culture-shifting initiative in an organization. Changing the goal frequently creates confusion, fatigue, and cynicism, and it leads to poor results.
• Treating small hills like Everest. The assault on Everest requires a singular, unwavering focus. Some leaders would like to apply this mindset to every task. They don’t ever want to change plans or priorities. This trait is particularly true of some second chair leaders. And while the disruption of changing major priorities is harmful, it is equally harmful if an organization is so constricted that it never changes. Leaders need to distinguish between the Everest-sized initiatives and those that are much smaller.