Perhaps you’ve heard the phrase, “Never let a good crisis go to waste.” Few people would debate that we’re in a time of crisis. And while we wouldn’t say the crisis is “good,” it’s worth reflecting on the statement.

Before covid, many churches and ministries had trouble breaking out of the mindset of “this is how we’ve always done things.” Needless to say, that’s less of a challenge today. And yet, status quo thinking lurks in the shadows every time someone talks about “getting back to normal.” 

That is why we shouldn’t waste the crisis. Our current challenges are an opportunity to break out of our ruts and be more creative. This may be the right time to make a long overdue change or try something out-of-the-box. For example, you may want to: 

• Rethink the way that you’re fostering spiritual growth in your congregation, with increased emphasis on personal spiritual practices and relational discipleship.
• Create a more robust digital offering. (I realize that everyone has upped their digital game, but is it where it needs to be? If you’re not sure, ask the digital natives in your audience.)
• Eliminate a worship service or a program that has been struggling for years. 
• Restructure your staff, eliminating or adding positions based on emerging priorities. 
• Leverage volunteers whose traditional roles are on pause but who still have time and talents to offer.
• Streamline decision-making by eliminating bureaucratic obstacles that slow progress and preserve the status quo. 

Two notes of caution. First, any changes should be consistent with your church’s or ministry’s core identity. Second, you may be tempted to ignore your board (or whatever your governing body is called) in order to move quickly. The last bullet above says “streamline,” not disband. While this is the time to be bold and creative, playing the heroic lone ranger is a fool’s mission. 

What opportunity is the crisis placing at your doorstep?

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What is the overarching narrative that runs through your church or ministry right now? At the risk being too simplistic, it is probably one of two extremes. One is a story of woe and discouragement. It’s captured in the phrase, “2020 is trying to kill us,” and it includes a recitation of all the different difficulties that we are experiencing. 

A second says, “In the midst of a lot of bad news, God is doing something.” It’s a narrative that expresses curiosity and anticipation. It is not a naive view that ignores reality, but it is anchored in confidence that God is with us and is at work in our world. 

It’s important to note that you can point to facts that support either narrative. More important to note is that those in leadership largely determine which of the two narratives has the most traction within an organization. The themes and stories that you emphasize in your communication will set the tone for your organization.

The first narrative emphasizes survival. Phrases like “hunker down” or “conserve resources” or “circle the wagons” characterize this narrative. This is a natural instinct when the world seems to be a dangerous place.

The second narrative emphasizes opportunity. Leaders may talk about “taking new ground” or “better to try and fail than not try at all” or “getting out of our comfort zone.” It calls for movement that breaks out of the status quo.

What narrative would best serve your church or ministry right now? And how can you use your platform to shape that narrative?