Comeback Churches

How 300 Churches Turned Around and Yours Can, Too

Ed Stetzer, Mike Dodson

• Publisher: B&H Books
• Year: 2007
• Print ISBN: 9780805445367
• eBook ISBN: 9780805448955
• Topic: Theology & Religion
• Subtopic: Christian Church

Research shows that over time, most churches plateau and then eventually decline. Typically, they start strong and experience periods of growth, then stagnate and lose members. Since 1991, the North American population has increased by 15 percent while the number of "unchurched" people has increased by 92 percent. Large church houses that were filled in the 1950s and `60s now hold a fraction of their capacity.

To counter this trend, authors Ed Stetzer and Mike Dodson surveyed 300 churches from across ten different denominations that recently achieved healthy evangelistic growth after a significant season of decline. What they have discovered is an exciting method of congregation reinvigoration that is shared in the new book entitled Comeback Churches. Endorsements "As a successful pastor, church planter, researcher, and advisor to thousands of churches, Ed Stetzer speaks from a wealth of experience with all kinds of churches. Now, in one volume, your church can benefit from his wisdom. This book is a winner!"
— Dr. Rick Warren, author of The Purpose-Driven Life and The Purpose-Driven Church "First and foremost, it is biblical. Second, it is well researched. And third, it is immensely practical and applicable... this book should be in the hands of hundreds of thousands of pastors, staff, and church leaders. Simply stated, it is just that good." — Thom S. Rainer, author of Simple Church, president/CEO of Lifeway Christian Resources"Finally, a book of practical advice that is based on research. I have seen it both ways— endless research with little advice, or, much advice with little facts. This book strikes the balance with perfection." — Elmer Towns, Dean of Liberty University"This is the most helpful, practical book on church revitalization I've read this century." — Leonard Sweet, Drew Theological School, George Fox University" Comeback Churches is more than a pep talk. It's rooted in the 'right stuff' to bring a congregation out of the dismal into the vital." — Jack W. Hayford, President, International Foursquare Churches, Chancellor, The King's College and Seminary"No one, to my knowledge, has done the hard research, presented the facts, and offered such sound advice as Ed Stetzer and Mike Dodson… Comeback Churches is the number-one book on turning around declining and plateauing church ministry. — Gary L. McIntosh, D.Min., Ph.D., Biola University"A refreshing book by authors who know how to make research exciting and instructional. Leaders and members of non-growing evangelical churches should read this book (it wouldn't hurt mainliners either)!" — Bill Easum, Easum, Bandy & Associates

CHAPTER 1

Why Consider Becoming Comeback Church?

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Harold stood up, paused for a moment, and began to speak softly. “We don't want our church to die. We'll do what it takes.” That was when I (Ed) first knew the church could make it. This well-respected, elderly deacon and pillar of the church spoke from his heart. He really meant it, and he was speaking for the church. They were ready to make the big changes that were necessary to rescue their church from decline and eventual death.

Like many churches, this church had its heyday in the 1950s and 60s. Decline had been slow but steady. A church that once served hundreds (and had the building to prove it) presently averaged thirty-five on a Sunday morning. Now, they wanted to reach young families—a difficult task since their median age was in the sixties.

Over time, most churches plateau, and most eventually decline. Typically, they start strong or experience periods of growth, but then they stagnate. Patterns and traditions that once seemed special eventually lose their meaning. Churches that were once outwardly focused eventually become worried about the wrong things. They become more concerned about a well-used policy manual than a well-used baptistry.

In the 1980s, Ross Perot spoke about the national budget deficit as “the crazy aunt living in the basement that nobody wanted to talk about.” We have our own “crazy aunt”—hundreds of thousands of dead or dying churches. Like that “crazy aunt,” we love her. We want to treat her with dignity. But, ultimately, we think she is hopeless and best ignored.

According to Leadership Journal, 340,000 churches are in need of church revitalization.¹ Many of us know the statistics, but few of us care enough to engage these churches. Churches need to change in order to reach their communities, and denominations need to help them. Not every church needs the radical transformation that Harold's church required, but most need a transformation. In the months following Harold's heartfelt commitment and challenge, his church changed its worship style (from traditional to blended/ contemporary), its constitution (formerly requiring a churchwide vote for any expenditure over $100), and its outreach strategy (from none to active involvement).

The natural question is, “Who wants a stagnant church?” And the obvious answer is, “Nobody!” Yet, the real truth is that most churches will not make the adjustments and changes necessary to move from stagnation and decline to revitalization and growth. There are many reasons why, and they cannot all be explained here. However, churches with a low baptismal ratio need to initiate and experience change. Doing the same things the same way will not revitalize them. The chart below may help illustrate the need for change and the degree of change required.

		A church needs …	If it is …
		Refocusing	stagnant in size. (It needs to have a clearer focus on evangelism and outreach.)
		Reenergizing	declining in size. (It needs to deal with some internal issues and begin to reach its community again.)
		Restructuring	a church that has experienced substantial decline. (It needs large internal changes and a new outreach strategy).
		Restarting	near death. (A church with a long history of decline that will close if current trends continue. It needs to restart with new leadership or an entirely new church.)

Revitalizing a stagnant church is not easy. If it were, 70 to 80 percent of North American churches would not be stagnant or declining, and 3,500 to 4,000 U.S. churches would not close each year.

Dead and dying churches should concern us all. Today, millions of Christians attend churches that demonstrate little concern for the lost around them. Billions of dollars of church property sit idle and unused. Revitalization is not just about evangelism; it's also a stewardship issue. God has provided many stagnant churches with people, resources, and buildings. God has also given them a calling. He desires them to be more than museums of past glory days.

Many pastors are reading this right now and saying, “That's us! What can we do?” Realize that making a transition requires making change. No one would argue that doing the same things the same old, anemic ways would ever produce different results, although most of the time that is what we see. Yet, many are unable or are afraid to face change. This book can help you think biblically and strategically about how to make needed comeback changes. It starts with recognizing the problem.

How Churches Get Stuck: A Look at the “Dirty Baker's Dozen”

Many are probably familiar with the classic war movie The Dirty Dozen. The movie told the story of a group of misfit soldiers who were given the opportunity to prove their worth once again by agreeing to conduct an especially dangerous military mission. The “Dirty Baker's Dozen” in this case illustrates how churches get stuck in plateau and decline. We believe that even some of these misfit churches can get back on mission, experience revitalization, and start growing again. Also, we thought of thirteen types of churches, hence the “baker's dozen.” Do any of the following describe your church?

Institutionalized Church. Many churches have regressed into a state of merely functioning as an institution. An institutionalized church focuses on and is more committed to the forms and programs of ministry. It no longer sees the purpose for which the church was created, nor what the church is striving to produce. In an institutionalized church, the good has become the enemy of the best, and activity has choked out productivity. Please take note that an institutionalized church is not necessarily small. Some of the larger churches in America are perfectly plateaued for this very reason.

Voluntary Association Church. Some churches have become what Lyle Schaller calls “The Voluntary Association Church.”² The VAC has unwittingly modeled its organization after a democratic government rather than New Testament principles. It is a church of the people, by the people, but most importantly for the people. Its purpose is to make sure it retains as many people as possible and keeps any new people in their place. In order for this to become a reality, the board of the church is a balanced set of people who represent opposing factions in the church. Whenever one group seeks to make a positive change in the church in one direction, the opposing factions begin to whine, complain, and gossip. It's a perfect democracy modeled after our government—which most would say does not always work so well. The board then meets in emergency session, and the point is raised that three or four people might leave if the positive change becomes a reality. Then compromises are made and deals are cut so that the church retains the “status quo.” Of course, someone has explained that “status quo” is simply Latin for “the mess we're in.” Due to an overwhelming need to keep everyone happy, the Volunteer Association Church ends up bound, at the mercy of a rotating vocal minority, and ineffective. This type of church will not change until they change their value system.

Unintentional Church. Many churches mean well, they have good intentions, but do not act on those intentions to reach their community. They may even be willing, but ultimately, they never “do” what they “hope.” Unintentional churches do not embrace an intentional process for making disciples of all nations (Matt. 28:18-20). The churches naively believe that as long as they include the ingredients for making disciples—worship, nurture, teaching, outreach—disciples will be produced.

“Us Four and No More” Church. Some churches have adopted an “us four and no more” mentality. They have determined that if they get any larger, they will lose their sweet fellowship. They do not intentionally reject “new” people, but their present relationships are so intimate that any new attendee of the church cannot break into the group. They want a family feel, which means a group small enough to relate like family. Like residents in the suburbs, they don't want anymore people to crowd in once they are there.

“We Can't Compete” Church. Many “stuck” churches have simply given up. Like a family-owned store next to a new Wal-Mart, they have given up on making a difference. They have decided that they cannot “compete,” and they stop trying. Unfortunately, they have bought into the idea that the unchurched are only interested in program-rich megachurches. The data here shows that churches of all sizes can turn around and reach the unchurched.

“Decently and in Order” Church. These churches have a high regard for processes but lack passion. They run everything by the book; unfortunately, it's not the Bible. As long as matters great and small meet the approval of various committees and are discussed in minute detail at business meetings, all is well. Unfortunately, they've forgotten—if they ever knew—that the business of the church was given by our Lord in the Great Commission and the Great Commandment.

“Square Peg in a Round Hole” Church. In this congregation, people are enlisted for leadership and service, not by their gifts or passions, but by other criteria. You might hear, “We've got to fill this position. Who can you think of that we've not already talked to?” Someone else may suggest, “He's here all the time. Let's make him an elder.” Bankers automatically go on the finance committee, though they have the gift of evangelism or mercy. People are all in their place, but it might not be the right place to help their church reach those around them. The organization stifles the church's impact.

“Time-Warp” Church. Somehow these folks have preserved, not just the tenets of the faith, but the positions, practices, and appearances of years gone by. They may still have an “Intermediate” or “Junior” department. They expect others to adapt and accept what they've grown comfortable with doing, and they give no thought at all to change. The church doesn't seem to attract people like it did before, but “If it's good enough for me and my family, it should be good enough for them.” This church was probably once very effective, but the community has experienced a major transition, leaving the church perplexed, wondering what it should do.

“Tidy” Church. The members take pride in their church. They've worked hard to get it and keep it in its present condition. The buildings, furnishings, and equipment are well kept. The materials are meticulously organized. Everything operates smoothly until noisy youth or messy children begin to come. As outreach efforts continu...

Table of contents

• Dedication
• Preface
• Chapter 0: Foundations
• Chapter 1: Why Consider Becoming a Comeback Church?
• Chapter 2: Rising with Leadership
• Chapter 3: Three Faith Factors
• Chapter 4: Worship and Preaching Matters
• Chapter 5: Intentional and Strategic Church Evangelism
• Chapter 6: Connecting People to Spiritual Maturity
• Chapter 7: Motivating and Mobilizing People Out of the Pews
• Chapter 8: Connecting People through Small Groups
• Chapter 9: Other Comeback Factors
• Chapter 10: Comeback Change Agents: New or Renewed Leaders
• Chapter 11: Top Ten Most Common Transformations for Comeback Churches
• Chapter 12: Making a Comeback—Top Factors and Biggest Challenges
• Chapter 13: Comeback Conclusions
• Notes