The Synod of the Diocese of Niagara
This Brave New World Needs a Brave New Church
The Rev. Dr. Gary Nicolosi
I presume that most of you at this Synod are parish leaders. Even if you don’t consider yourself a leader, you care about the church. And because you care, you are aware of what is happening in the church today. People are saying the church is irrelevant. The church is dying and almost dead. The church as a religious institution is finished. And the remarkable thing is that some of the people saying these things genuinely and passionately love the church.
Church consultant George Barna has devoted years to tracking the impact of the church on society. In his book The Second Coming of the Church, Barna writes, “At the risk of sounding like an alarmist, I believe the Church in [North] America has no more than five years - perhaps even less - to turn things around and begin to affect the culture, rather than be affected by it.”
Barna wrote those words in 1999, and judging by several recent surveys on the state of religion in Canada, he was right. Not only is the church losing members at an alarming rate, but belief in God is in steep decline.
An April 2009 Canwest News Service and Global National survey found that the nationwide proportion of Canadians who believe in God has dropped from 84 percent in 2000 to 71 percent today. According to pollster Ipsos Reid, the biggest decline was among men, which went from 86 percent to 63 percent.
The poll results corresponded to a 2008 poll by Harris Decima that found only 72 percent of Canadians claiming to believe in God. Among men the percentage was 67 percent. Perhaps most disturbing is that more than one in three - 36 percent - of those under age 25 said they did not believe in God.
Both polls correspond to the numbers given by sociologist Reginald Bibby in his major study on Canada’s emerging Millennials - persons born between 1980 and 2000. (1) Bibby reports that among Millennials 67 percent believe in God or a Higher Power, with 33 percent saying they do not believe in God.
Bibby also reports that teen identification with Protestant churches has declined from 35 percent in 1984 to 13 percent in 2008. Anglican teens as a percentage of the overall teen population have declined from 8 to 2 percent during that same period.
It is hard to put a positive spin on what is happening today. According to pollster Michael Adams, weekly church attendance in Canada has fallen from nearly 60 percent in the 1950s to 22 percent in 2002. (2) Among post Boomers the number who attend church weekly is only 10 percent, though 17 percent claim to attend monthly.
The membership trends in the Anglican Church of Canada run parallel to the national decline in religious belief. In 1961, there were 1.3 million Anglicans on the church rolls in a country of 18 million people. In 2001, we had 651,000 Anglicans on the rolls in a country of 32,000,000 people. The Globe and Mail recently put the 2005 membership at 610,000. (3) This would be consistent with a report to the House of Bishops several years ago that the church was losing 13,000 members per year. At that rate, the authors of the report predicted the last Anglican will leave the church in 2061. (4) That probably will not happen. There will still be Anglicans in Canada in mid-century, but if present trends continue, we will be a much smaller church with a very different shape and structure than we now have.
No doubt we Anglicans see these trends at work in our own congregations. Our churches are not as large as they use to be nor as generationally diverse as we once were. The average Anglican is 60-something and the average Canadian is 30-something - and the gap is widening.
So let me ask: Do you ever get discouraged about what is happening today? You believe in a loving, caring God, but you also sense that things seem terribly wrong and that if we continue the way we are going, there may not be much of a church left in ten or twenty years.
Jim Collins is a business consultant, author of the bestseller Good to Great, and a mountain climber. He shares an analogy which I think is pertinent to the situation we now face as church leaders. “Suppose you wake up at base camp at the foot of Mount Everest and a big storm rolls through. You can hunker down in the safety of your tent and let the storm pass. But if you wake up as a vulnerable speck at 27,000 feet on the side of a mountain, where the storms are bigger and faster moving, the environment severe and unforgiving, and everything more uncertain and uncontrollable, then a storm just might kill you.” (5)
Do we as church leaders ever feel we are moving higher on the mountain, into an increasingly turbulent and unforgiving environment? Perhaps you are unsure how to respond to such an environment. Some of you may feel there is not much we can do about it. Others may be hoping that the culture gives the church a second look without the necessity of our having to change too drastically. Still others may choose to keep doing what we have been doing, because we are comfortable doing it. But if we keep doing what we have been doing, what is the likely outcome? Do you remember Einstein’s famous observation? “Insanity is doing the same thing over and over again, and expecting a different result.”
I would like to suggest another alternative: Have the courage to face the brutal facts of the present situation but keep hope alive. In other words, retain an absolute faith that, with God’s help, we will prevail, and at the same time confront the hard truth about our current reality.
Your diocesan mission statement is a good summary of what needs to be done - to follow Christ passionately, to pursue excellence, to practice justice and to grow. Your mission statement reflects the three mandates that I believe are absolutely crucial for healthy, vital congregations - what I term the Spiritual Mandate, the Cultural Mandate and the Missional Mandate. Together, these three mandates answer the question, “How does the church participate best in what God is doing in the world?”
The Spiritual Mandate
The spiritual mandate is to make our churches communities of transformation where people experience God. I know this may sound obvious. However, I am amazed at all the people claiming to be spiritual, but who automatically dismiss the church as the last place where they would expect to experience God.
Peter Drucker used to say the most important question for any company to answer is, “What business are we in?” I suggest the church is in the business of transforming lives in Jesus Christ. If lives are not being transformed in Christ, then the church is not fulfilling its purpose.
When I served as Canon for Ministries at the cathedral in Bethlehem, Pennsylvania, we had a major social service ministry as part of our campus. New Bethany Ministries sheltered up to seventy-five residents each evening, distributed clothes, and had a soup kitchen that served over 125 meals each day.
I remember having a discussion with the Director of New Bethany, and I commented what a blessing it was for the church to be able to feed and shelter all these needy people. I was taken aback by his response. “Yes,” he said, “we feed these people but it’s up to you in the church to feed their souls and give them Jesus. We can help by supplying food, clothing and shelter, but you people in the church have to do your part, reach out to them and draw them closer to God. Some of these people may get their lives together and some of them won’t, but all of them need God. They need the church’s spiritual resources to help them face the future with hope.”
I have never forgotten what the director said to me that day. He was passionately committed to social justice, but he also understood that the Christian faith is about the mystery of being met by Jesus, and being encountered, blessed, reassured, fed and sustained for the adventure of living.
God forgive our misguided attempts to whittle down the church to a volunteer social service organization, a holistic health society, or a moral improvement club to make nice people even nicer. To be Christian is to be among the fortunate group of people who have been with Jesus, who have looked at this Jew from Nazareth and have seen the very face of God. With him, we gather week by week to break bread, pass the cup, and experience the presence of God - a God who loves us always, everywhere and forever.
So let’s be clear about what the church has to offer the world. The one and only thing that uniquely distinguishes the church from every other spiritual and social organization is Jesus. Dan Kimball, an emerging church pastor says that people may not like the church, but they do like Jesus. People will read about Jesus. They will talk about Jesus. Even if they claim to be atheists, Jesus attracts them.
We are missing the boat if we don’t talk about Jesus - who he is, what he means to us, how he makes a difference in our lives, and why we follow him. Jesus, in fact, is the way we connect with the culture; and who better to speak about Jesus than the church?
“You know why I keep coming to church?” a woman said to me one Sunday as she was leaving worship. I thought she might mention the music, or the fellowship, or even the preaching! No, what she said is, “I keep coming to this church because it’s here where I meet Jesus. He comes to me, embraces me, and I go on to face another week. Without that, why bother?”
Why bother indeed?
The Cultural Mandate
So how does the church participate best in what God is doing in the world? First, there is the spiritual mandate - to make our churches communities of transformation where people experience God. The second is the cultural mandate - to bridge the gap between the church and the world.
We in the church need to become cultural anthropologists. By that I mean that we need to know and study culture with as much diligence as we study scripture and tradition.
Remember Karl Barth who said that preachers need to have a Bible in one hand and a newspaper in the other? We need to know culture as well as our own faith. The church has a message to tell, but we need to know the audience to whom we tell it - who they are, how they live, what they value, and where they spend their time and money.
Take, for example, the most receptive demographic group in Canada to attending church. Contrary to what you may think, it is not seniors. It is families with children. So why doesn’t the Anglican Church of Canada have more of them? This demographic group, which is more socially conservative than the general population, will consider going to church, but they do expect two things: 1) Excellent programs and facilities for their children and teens, and 2) The church’s support in helping to make sense of their lives, to give their lives greater purpose and significance, as well as to be good parents. In short, they want the church to address the issues that matter to them - and to do so from the standpoint of Christian faith. Churches that can meet these expectations with quality programs, faithful, competent ministers, attractive facilities and effective marketing are the most likely to be successful with this group.
Here’s a basic church growth principle: If you want to reach people, you first have to know them. In fact, the fastest growing churches in North America - progressive and conservative alike - are churches that seek to understand the community around them and to fashion their ministry to meet the needs of their target audience. They don’t keep offering a product that nobody wants; rather they strive to be culture-friendly, building bridges with the people outside the church, and connecting with them at their level of need and understanding.
We have a church in the Diocese of British Columbia that has a jazz vespers service once a month that actually draws more people than the regular worship services. The majority of the people attending are from the community, and not members of the church. I find this pattern becoming common - alternative worship services attracting far more non-members than traditional worship. We need to take a hard look at ourselves and ask, “Are we effectively connecting with the people we want to reach?” We have the kind of worship services that appeal to us, the kind of ministries that appeal to us. We rarely stop to ask, what are the needs and the preferences of the people Christ has asked us to reach?
I like to think of the church as a bird bath rather than a bird cage. Church is not a matter of being in or out, a member or a non-member - that’s the bird cage model. But with a bird bath there is definition, shape and function but also freedom and flexibility and open-endedness that allows people to come and go, to find their way, and to have permission to become and grow at their own level of need and understanding.
That’s why I strongly support the whole idea of an open church - open baptism, open communion, open hearts, open minds and open doors “for whoever you are and wherever you are on your journey of faith.” The open church blesses rather than curses, affirms rather than condemns, counts people in rather than kicks people out, and expands its circle of love just a little bit more so that no one is ever shut out.
And here, let me offer you the Starbucks model of church.
Starbucks built its entire business plan on becoming a Third Place in people’s lives. Howard Schultz, the founder of Starbucks, was one of the first executives to comprehend the concept of the Third Place - that informal public place outside of work and home - where people could gather, put aside their concerns of work and home, relax and talk.
Starbucks is not just about coffee. It is about connection, conversation and community where people can sit in comfortable chairs, listen to jazz, read the newspaper, work on their laptop or chat with friends. In this relaxed atmosphere where you can escape after a stressful day at work and stay as long as you like without anyone giving you a dirty look, you can enjoy one of life’s affordable luxuries - a fine cup of coffee.
In light of the Starbucks phenomenon, I want to ask the question, Can the church become a Third Place for the people of Canada today? There was a time not that long ago when the church was the Third Place where the community gathered for governing, for mourning, for celebrating, for relationship building. Somewhere along the line the church lost credibility as a place for sacred relationship and transformative experience. People no longer found the church helpful in connecting with God or connecting with each other.
If we are to bridge the gap between the church and the world, we need to begin by addressing the felt needs of people. We need to meet and accept people as they are, and not as we want them to be. We don’t change the Gospel message, but we do adapt our methods of ministry, being sensitive to the preferences of people, reaching them with what they want rather than what we want. The oft-repeated church growth maxim is true: “Find a need and meet it; find a hurt and heal it.” The more needs met, the more hurts healed, the more likely a church will grow.
The Missional Mandate
How does the church participate best in what God is doing in the world? First, there is the spiritual mandate - to make our churches communities of transformation where people experience God. Second, there is the cultural mandate - to bridge the gap between the church and the world. And third, there is the missional mandate - to become the kind of church that can reach this kind of world.
There was a reference to the U.S. Episcopal Church in a marketing book not long ago. Author James Twitchell, in his book Branded Nation wrote this: “Observe the current state of the once-dominant Episcopal Church. Episcopalians committed an unforgivable marketing sin: they forgot their brand because they lost their story.”
Your brand is your identity, your distinctive voice, what makes you unique, special and worthy of consideration. Ask yourself, why should people invest their time, energy and money in what your church has to offer? The answer: because you add value to their lives.
Twitchell was making the point that in the world of marketing, the Episcopal Church had no clear focus, no compelling message, no one overriding passion that would attract new members. The Episcopal Church, for example, boasts its commitment to tolerance, pluralism, inclusivity and diversity, but you don’t have to be Christian to affirm any of these. Thus, the Episcopal Church lost its competing edge in the culture. As it blended into the culture, it lost its brand.
So what is different, unique, and special, about being Anglican? What makes the Anglican way of being Christian compelling? Why, in other words, would people want to get up on Sunday morning and join us, be part of us, and give their time and money in support of the things we believe in? What is it that we have that people need and want?
I suggest that one of our problems is that people are confused about our message. Many people have no idea what Anglicans stand for, what they believe in, or what’s important to them. If you don’t believe me, then go and ask the clerk at the supermarket check-out counter what he or she knows of the Anglican Church. My bet is that your question will be met by silence.
Who are we as Anglicans? Can we articulate a compelling story about who we are in two minutes or less to someone who knows nothing about us?
I was getting my morning coffee at Starbucks several months ago, and I just happened to be wearing my clerical collar. The barista asked, “Are you a Roman Catholic priest?” I said, “I am an Anglican priest.” She asked, “What’s an Anglican?” I responded, “Think of Anglicans as Catholic Lite: 50 percent less guilt but twice the fun.”
But seriously, what would be lost, and how would the world be worse off, if we ceased to exist? To answer that question, we have to keep in mind our core business - why the church exists and what we are here on this earth to do. I have suggested that our core business is transforming lives in Jesus Christ. When an institution no longer focuses on its core business, or becomes diverted with some other business, it sets itself up for decline. Could we in the Anglican Church of Canada be in decline because we have gotten away from our core business?
The former President of Pittsburgh Theological Seminary, Carnegie Samuel Callian, would always ask the question, “Where is the passion in the church today?” People with passion are on a mission. People on a mission change the world.
At the end of World War II, Robert Woodruff, president of the Coca Cola Company from 1923 to 1955, had a mission. “In my generation,” he declared, “it is my desire that everyone in the world have a taste of Coca Cola.” With a vision and dedication rarely matched in corporate North American culture, Woodruff and his colleagues spanned the globe to make Coke the best-selling soft drink in the world.
Years after Woodruff retired, Roberto Goizueta became Chairman and CEO of Coca Cola. Under his leadership Coca-Cola was enormously successful, in part because of his passionate commitment to the product. In a speech delivered to the Executive Club of Chicago on November 20, 1996, Roberto Goizueta said, “At the Coca-Cola Company, we have built and grown for more than 110 years. Remaining disciplined in our mission has brought us to remarkable places. Not long ago, we did some research and came up with an interesting set of facts. A billion hours ago, human life appeared on Earth. A billion minutes ago, Christianity emerged. A billion seconds ago, the Beatles performed on The Ed Sullivan Show. A billion Coca-Colas ago was yesterday morning. And the question we are asking ourselves now is: What must we do to make a billion Coca-Colas ago be this morning?”
As you can tell from this excerpt, Roberto Goizueta was passionate about Coca-Cola. My question is: Do we have that same passion in the church for Jesus that Robert Woodruff and Roberto Goizueta had for Coca-Cola? If not, why not? What are we Anglicans passionate about? What do we really get excited about? What is it, when we talk about it, a tear comes to our eye and a lump forms in our throat?
If we don’t have passion, then we might as well pack it in as a church. To the outside world, we look more like The Night of the Living Dead than the saints of God. In fact, in all the years I have been studying congregations, I have discovered that church growth is much more basic than feasibility studies, demographic reports, marketing programs, and strategic plans. It is really very simple - it begins with a passion for Jesus. Where churches have passion for Jesus, they grow. Where that passion is lacking, they die. When we focus on Jesus, everything else follows.
So let me ask: Do we have the passion to do whatever it takes to draw as many people as possible by all means possible to Jesus and his church?
Jim Collins and Jerry Porras have given us the concept of a BHAG - a Big Hairy Audacious Goal. Every visionary company has a BHAG - an achievable but huge, daunting challenge that demands our best efforts - a commitment so big that when people see what the goal will take, there is an almost audible gulp. What if the Anglican Church of Canada had a BHAG to regain 10 percent of the Canadian population - a percentage it once had up until 1960? Ten percent would mean we would have 3.2 million Anglicans in the church today. We would grow not for the sake of growth, but in order to share the good news of Jesus with the increasing number of Canadians who are not members of any Christian church. We would grow not to engage in a numbers game, but because we believe that the Anglican way of being Christian is still a blessing to the world.
If you think that kind of growth is impossible, consider Wal-Mart. If the Christian Church grew at the same rate as Wal-Mart since its’ founding as a small country store in 1959, today the entire population on the planet would be Christian. If a secular business can grow like that, why not the church?
I remember once hearing a speaker make the distinction between two kinds of people: those who say “whatever” and those who say “whatever it takes.”
“Whatever” is the response of the shrug, a “who cares?” attitude, one of indifference, apathy and resignation. “Whatever it takes” is the response of the committed. It is a “can do” attitude that refuses to give up or give in.
Think of those two responses when it comes to the church’s mission. Jesus said to love your neighbor. Whatever. Jesus said to go and make disciples of all people. Whatever. Jesus said there is more rejoicing over one sinner who repents than 99 that stayed in the fold. Whatever.
Now, let’s change the response to “whatever it takes.” Jesus said to love your neighbor. Whatever it takes. Jesus said to go and make disciples of all people. Whatever it takes. Jesus said there is more rejoicing over one sinner who is found than 99 that stayed within the fold. Whatever it takes.
Are we willing to do whatever it takes to draw as many people as possible by all means possible to Jesus and his church? Answering this question will test our character and mettle, but it is crucial to our success and effectiveness - and the results we produce in our congregations.
Dear people of the Diocese of Niagara: There is good news! God reigns and Jesus lives! We must never capitulate to the idea that decline is inevitable, brought on by forces out of our control. We are not imprisoned by our circumstances, our set backs, our history, our mistakes, or even our disappointments. By God’s grace, we can make choices that affect our future and bring about positive results. Yes, the challenges are considerable, but as long as we exist there is hope. So we take confidence in the Spirit’s work in the church, and we do not lose heart. Jesus is with us still and we are people on a mission.
The Rev. Dr. Gary Nicolosi
Congregational Development Officer
Diocese of British Columbia
900 Vancouver St.
Victoria, BC, V8V 3V7
(250) 386-7781, ext. 110
gnicolosi@bc.anglican.ca
1. Reginald Bibby, The Emerging Millennials (Project Canada, 2009)
2. Michael Adams, Fire and Ice (Penguin Canada, 2003) 50
3. Globe and Mail, October 21, 2009, A3
4. Anglican Journal, December 2005, 13; The Living Church, January 15, 2006, 12
5. Jim Collins, How the Mighty Fall (Harper Collins, 2009) 118-119