The Business of the Church: The Uncomfortable Truth that Faithful Ministry Requires Effective Management

by John W. Wimberly Jr.

Pastors are called to be not only leaders with vision, but also managers of congregational systems, says John Wimberly in The Business of the Church. Drawing on his thirty-six years in ordained ministry, Wimberly weaves the realities of congregational dynamics and faith-centered purpose together with practical, proven approaches to business management. A student and friend of Rabbi Edwin Friedman, Wimberly builds on Friedman's systems theory as he helps readers avoid common pitfalls and put into practice effective techniques of congregational management. The book begins with a foundational discussion of how a systems approach helps congregational managers identify areas of dysfunction and effective solutions. Managing the critical 'inputs' of people, facilities, and finances has a direct bearing on the desired 'outputs' of proclamation, pastoral care, and mission. A strategic plan, through which a congregation sets its goals and identifies and prioritizes resources, is an essential management tool for both pastors and lay leaders. The author's conversational writing style and many real-life examples make a seemingly complicated, mysterious topic for some an engaging and easily applicable read.

Genres: Religion, Nonfiction

174 pages, Paperback

First published May 18, 2010

Reviews

[Dan · Rating 3 out of 5]

Just as the conductor doesn't play the oboe or violin herself, but enables all musicians to play their instruments in harmony, so should it be with the congregational manager. We have all seen pastors who micromanage, trying to do themselves what the people they are managing should do. Such pastors are impossible, driving themselves and everyone around them crazy. They lose staff. They usually lose their jobs and rightfully so.

In his short tome The Business of the Church, John Wimberly, Jr boasts how he successively leads a Presbyterian juggernaut of a church in Washington, D.C. using the savvy practices of "business gurus." Wimberly is all about business--he'll make allusions to Christ at times, but he makes allusions to business writers more often. In his model, I don't believe Jesus fares so well as a "business leader." First, he allows Judas Iscariot to (mis)handle the funds instead of Matthew, a tax collector experienced with finance. Second, Jesus has to return from the dead to reorganize and inspire his disciples, because, basically, they fell apart when he was assassinated. As a leader he failed to communicate the mission statement for Disciples, Inc. clearly before departing.

Wimberly offers sage advice to leaders and managers, especially in dealing with issues of handling personnel and finances. He often goes deep into the weeds alongside his narrative, but many of these diversions help clarify the importance and complexity of handling business affairs within a church. The issue I have is Wimberly has no experience with smaller congregations, and it shows. Many of these strategies would be pointless in a church of less than 50 members.

He also (unintentionally, of course) clearly describes situations where his leadership model fails to support his business strategies. For example, he describes a "sextant" named Gaston who will "gladly tell you" he "doesn't like to clean--never has, never will." So, because Gaston is so good at leaning on a shovel or mop and talking, Wimberly hires someone else to clean and someone else to handle minor repairs (like plunging a toilet). Granted I'm no "business guru," but hiring someone for a position they declare they will not do and then paying others to fulfill the responsibilities of that position is a poor business practice. Wimberly tries to hide the fact that Gaston the Sexton has "talked" him into believing the value of Gaston's gab. I don't understand why no one told Wimberly he should not mention Gaston in his chapter on sound personnel practices.

I recommend this book as long as any church leader understands Wimberly does not have all the answers and basing management of a church on Fortune 500 company practices is not always relevant or warranted. I'll never understand why so many people in religion or education hold business practices in such high esteem. Why a church should look to Lehman Sacks or Enron for sound practices is beyond me. Churches are stewards of God's resources, but a church should align practices with God, not Mammon. As Wimberly states:

As I've said, the church has much it can learn from the business community. Most every company is trying to make money. Some companies are run on conservative financial principles while others are run on very risk-embracing financial strategies. Yet all business strategies have to be justified on the basis of how much they cost, how they will impact the well-being of the company, and how they further the strategic goals of the company. There is absolutely no reason why the church shouldn't do the same.

Yet Christ overturned tables in the temple--an act Wimberly never mentions in his praise of the almighty business world. This book has good advice--any successful manager has relevant strategies to navigate the business components of a church--but be wary of forgetting you're running a church and not Target or K-Mart.

[AttackGirl · Rating 2 out of 5]

How many times did he say he has an E degree….. I guess now he is the expert to discuss how the cleaning staff runs his church and how its a constant fight wherever he goes to make sure they know their roles in the organization.

How many times did he say comments about a person’s intellect and I am curious did he give them an IQ test or even personality test because surely he did as many times as he made reference to their competency their intellect to their job.

I started to wonder for a religious guidance book or a book on finances and how to manage a religious organization he has no references to any religious book and I only counted 4 times he mentions things he might have read in the Bible with no reference to where or its applicability.

Needless to say I was not impressed and quite the opposite I am shocked even at the reviews. Has no one ever taken a book on business or what about high school finance or accounting classes.

why not a discussion on how to cover all the assets needed to run a religious organization- vehicles, missionaries, funding points, IRS issues. Well on and on of course. But I will stop now before I down grade to a 1 star.

[Ira Livingston · Rating 5 out of 5]

Being part of our Church Council our group was required to read this book, as we began the tasks of rewriting policy and job descriptions of our congregation.

The book overall was very enlightening on the fundamentals of business used within the Church. The examples used throughout should help you better your Church structures without causing much strife or discourse during the structuring of your congregation.

I believe that this book should be required reading by every church council.

[Terrance Lively · Rating 2 out of 5]

This is a fair book that is easy to read and understand. While there is good advice it seems quite basic and is skewed toward a more urban church. There isn't anything really new or fresh here, just some sound good advice that works for managing a church. I was hoping for some unique perspectives but everything here seems quite basic, although still good advice.

[Elisabeth · Rating 5 out of 5]

As a former church Treasurer, I wish every Minister and top church decision makers would read. The exercises on accounting treatment and details of debits and credits may be too involved for some, but understanding how a balance sheet and income statement work are critical.

[John · Rating 4 out of 5]

Too many pastors give too little attention to developing theological and pragmatic understanding of the infrastructure that supports the mission and ministries of a congregation. For those who have neglected what often seems like the boring side of church work, this book provides an excellent and relatively simply introduction to management in four key areas: congregational systems, personnel, facilities, and finances. I imagine that the text would hold the interest of both new pastors (as an introduction) and seasoned veterans (as a review). There are plenty of practical tools to lift out for educating staff and laity, or addressing particular problematic issues.