One medium size church had elder members, many widows or widowers who lived alone. No one from the church performed welfare checks on some, if not all, the elderly members.
Another, larger church, had a long-time member whose profession required intermittent travel. When he was admitted to the hospital, the church was notified several times of his terminal condition, yet no one visited this man or his family before he died. By your actions you are indicted.
Offerings in the small churches average just above breakeven, generally, paying the bills which are maintained at a modest level, but not much more. Offerings are influenced by attitudes in the church, that are revealed in many ways.
Management Tools
Every endeavor has specialized tools used by those skilled in their use to enhance the effectiveness of the worker. Management and finance are no exception. The tools are available but may have to be better understood before they can even be recognized as a tool. Businesses need to have the use of certain tools, and if necessary, they hire persons with those specialized skills to use the tools. Some of the skills are endemic to all businesses, while others are specific to certain type business.
Barbers have technical skills for trimming hair, shaving faces, and other hair related skills. But the successful barber shop proprietor must also deploy a plethora of management skills, marketing skills, and personal skills, which is the same for much larger enterprises. Four examples (Table 1-1) highlight need for business skills with leaders of organizations, whether private, public, for-profit or non-profit.
Actual Examples
Businesses owned by a Certified Public Accountant, an attorney, and a banker still ran into trouble. It did so because their special technical skill was narrowly focused and did not pertain directly to managing a business, but to the technical features for which the business produced. The myriad of decisions required of a business leader are dependent on the leader’s knowledge, ability to sift through enormous amounts of data and competing ideas, receive inputs from key constituents, and have their decisions benefit their business.
The three professionals mentioned above (accountant, banker, and attorney) were very successful in their technical field. The attorneys (with eight offices in multiple cities) had many clients and won most of their legal cases. But they were unable to manage their own business and were faced with default, unpaid staff, behind on rent. Very similar to the church described in Section 1. They had superb legal skills but not the needed business management skills.
The banker and partner (electrical engineer), and the accountant owned businesses outside their professional skill, which skills were inadequate to manage their businesses. To bring each company back to solvency required application of management tools. The accountant owned a roofing company, the banker owned a company that made electronic control systems for metropolitan waterworks.
The point of the three examples: if a business is managed by the same technical skills as the business or is totally different, it is still important that management skills be employed.
3A 2003 study conducted at Cornell University states that “People tend to be blissfully unaware of their incompetence. Where they lack skills or knowledge, they greatly over-estimate their expertise and talent, thinking they are doing just fine when, in fact, they are doing quite poorly.”
Now, what does this mean for the average church? Just this: Churches need to be trained in good financial behavior, management skills, and better communication as well. It should not be taken for granted that church leaders know how to handle finances correctly or employ sound management techniques. There is plenty of scripture requiring finances to be managed properly. I have found none authorizing or encouraging solvency with money. Recognizing the two basic ways of learning a subject, by revelation (you were instructed), or discovery (trial and error, more costly but perhaps more entertaining for a while). Decisions about church finance should not be made by trial and error, "this seems like a good idea, let's try it." You will find in this book rules for empirically based plans that are supported by scripture.
4TABLE 1-1 COMPARISON OF OPERATIONS
Point One - The point of the above comparison matrix shows this. It does not seem to matter whether the enterprise is managed by someone with training and education in the same discipline as the primary focus of the enterprise (i.e. attorney: law firm), or not (i.e. CPA: roofing company). The skills for managing an enterprise are not automatically conferred on the leader. The leader of the enterprise may have the technical knowledge required of the enterprise but be less skilled otherwise. Skills of a cobbler are not automatically conferred simply because someone buys a shoe lathe or stitchery.
Churches tend to view themselves as distinctly different from non-church enterprises, but there are more similarities in your operations than there are dissimilarities. The only difference is the product. The reason churches are often considered to have unique management needs comes from a lack of understanding what those management needs are (you don't know what you don't know).
Point Two - There are tasks required to be performed, regardless of the enterprise type or industry, and a great many of these tasks are the same type. An enterprise will experience difficulties when they believe their enterprise is unique and does not need the same business skills as other businesses. A task that is shown to be “required” may be ignored, but the task elements are still there, which could be part of the reason they got in trouble. The method of using these skills, can be quite varied, such as "Facilities Management."
Looking across the above matrix, you can see that the church needed the same type functions as the for-profits. The only obvious difference was the requirement for a board of directors. The church will have a board of elders, trustees, deacons, or another membership-based body to oversee the functions of the enterprise. This is not required for a privately-owned enterprise although it is recommended. For public companies, it is required; voluminous laws, regulations, and procedural guidance are enacted for the control of public companies. Law firms have a partner’s committee. They also engage in analysis of their competitors, which for churches might simply be a better understanding of what interferes with people attending church.
Basic Premise
Discussion throughout scripture about financial matters occurs more frequently than mention of mercy, love, healing, or prayer. It could be God knew that His Children would need much more directive on this subject than most any other. He wants us to use money but also knew that our weaknesses could cause us to place undue value on money. To start with, we will work from the basic premise that money is important. I think it is. When I spoke with the power company about the church’s overdue power bill, they would not barter. Their response was “No thanks, we don’t take milk, butter and eggs for payment. We want money, or we’ll have to turn your lights off.” So, there you have it.
Before going further let’s put it in perspective.
1 Timothy 6:10 states, "For the love of money is the root of all evil: which while some coveted after, they have erred from the faith, and pierced themselves through with many sorrows.”
Creating wealth simply for the sake of having more is not sanctioned anywhere in scripture and there is ample caution against that. Proverbs 23:4-5 states: "Labour not to be rich: cease from thine own wisdom. Wilt thou set thine eyes upon that which is not? For riches certainly
