The Five Developmental Tasks of Interim Ministry (and why they’re important)
Every interim ministry, whether short or long-term will engage with what’s known as the Five Developmental Tasks of Interim Ministry. These five areas provide an outline for the interim minister’s work with a congregation. Every congregation I’ve worked with has, at some point, suggested that these tasks are good for other congregations,but their situation is unique. They need help with governance, or organizing their social justice programs, or need a minister to do more pastoral care. As an interim, I do all these. Yet, the developmental tasks of interim ministry were designed to help a congregation get a “balcony” view of itself. They were created to offer a framework by which the minister and the congregation’s leadership can lay the foundations for the next minister; whether a developmental minister (3-5 years) or another settled minister.
History
Exploring a congregation’s history is more than reviewing the significant ministries and milestone events in the life of the congregation. It involves a deep dive into the stories that congregant’s have told one another about their history. Such a review may uncover delightful stories of times when the church made a difference in someone’s personal life or in the life of the world. Similarly, it may reveal a history of ministerial misconduct, of poor boundaries, of difficult and/or abusive members; of serious financial struggles or malfeasance. A congregation that can, with honesty and courage, face the truth of their history, position themselves well for the next long-term or settled ministry to be successful.
Identity
A congregation’s identity is shaped by several factors; their geographical location and age; the building and its architecture; the ministers they have chosen to call (or why they chose to be a lay-led fellowship); how their history and the stories congregants tell about that history has contributed to their identity–all this and more shape a congregation’s understanding of themselves. The more clear congregations can be about their identity; their strengths and their struggles; the better chance they have of finding a settled minister who is well poised to serve them wisely and well.
Leadership
Leadership transitions often happen during the interim time. Long-time leaders are tired of carrying the torch and need a break. New leadership hasn’t yet emerged. The interim minister’s task is to analyze if there is an on-going program of identifying, recruiting, equipping, supporting, mentoring and celebrating new leaders. It is also a time to encourage long-time members who are tired to take a break and to find those things about their church that bring them joy.
Denominational Connections
Following any long-term pastorate, congregations often become insular. Especially if the congregation is large; they tend to avoid reaching out to the denomination either for help, support or simply maintaining collegial connections with other congregations and with the Association. Yet, during times of transition is when most congregations lean heavily on outside resources. The interim minister’s task is to help congregations deepen those connections in appropriate and helpful ways.
Preparing for the Future
Threaded throughout the interim time – regardless of how brief or how long that time is – all leads to one thing; assisting the congregation with hiring or calling their next minister. Usually during the second year of an interim time, when the Search Committee has been formed, the interim minister’s job shifts to supporting the Search Team and the congregation in preparing for this milestone moment in the life of the congregation. The interim serves as a coach to the Search Team and as an interpreter of the Search process to the congregation.
Exploring Congregational Culture as an Interim
What is church culture? In the article “How can a congregation change its culture?” Richard Kauffman wrote: “What is church culture? It consists of the things that churchs’ do habitually, reflexively, without necessarily thinking about them. Culture is hard to legislate. It’s not something that can be put into bylaws, a constitution, or a congregational handbook….Drawing from nearly 40 years as an organizational and church consultant, David Augsburger, offers four “R” words to identify organizational culture, each of which is expressed in both formal and informal ways:
- Rules, from standard operating procedures to unspoken taboos;
- Roles, from organizational charts to more casual understandings people share;
- Rituals, from worship and other ceremonies to informal celebrations and laments;
- Roots, from official history documents to deep but unnamed emotional ties.
An interim minister will examine a congregation’s culture, using the lends of the Five Developmental Tasks of Interim Ministry. What are your rules (i.e, your governance documents?) and what are the sacred cows that must never be changed? What are the roles (i.e, formal such as staff and informal, i.e, volunteers) and what roles in the church have unofficial political power? What are the rituals that are life-sustaining; and are there rituals which no longer serve the congregation as it exists today? And finally, the roots is tied to questions about a congregations history and identity.
Kauffman continues: How is a congregation’s culture made visible? One way is how it treats and cares for pastors. Another is now its pastors work with lay leaders and nurture their gifts. Both elements are part of the culture.
As your interim minister and in partnership with your elected leaders, I would expect to explore all of these areas.
Looking forward to our conversation!
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