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Tag: lessons learnt

  • Mini-MBA Course for the Talent Pipeline in the Church of England: Revised Strategy Module

    by Anon.

    Now that the dust has settled on the Post Office scandal (Ed, is this right?), many of you in the Talent Pipeline have been asking for course guidance on the lessons learned. As you know, the mini-MBA has been developed by those seeking to develop pools of talent to run the Church of England, and we have drawn from the commercial and public sector to bring you this new module:

    Lessons Learned: Strategy in the Church of England

    Strap-lines 

    How do you know if the strategy for your diocese or cathedral is working? How can you know that your new strap-line is garnering enough traction, and that clergy and congregations are on the same page?

    We know that strap-lines are just catchy slogans meant to give us an effervescent lift. Like a small caffeine hit, every time you hear or read the strap-line, it should make you more alert, give you a bit of a buzz, and help you to stay awake longer. But, like caffeine, don’t overdo it, as it can cause migraines. Limit yourself to no more than three mentions a day, and avoid strap-line use after 6pm, unless you want to lose sleep.

    Most strap-lines don’t make any sense. They don’t have to. That’s the point. They’re meant to be pick-me-ups, not rational statements. Some are oxymorons. “Growing Younger” (Newcastle) is great, because it is impossible and meaningless. “Wider, Younger, Deeper” (Southwell & Nottingham) is rather risky, and may open you up to mischievous Freudian readings. Your clergy will love that, but it is distracting, so you should try and avoid that sort of thing. Usually, a strap-line with something like “transforming” and “growth” will work, because it can’t be measured, so you avoid becoming a hostage to fortune in future.

    Understanding Church Strategy 

    Strategy is like developing ideas and planning, but much, much better. While planning can be tedious and difficult, strategy is constantly rewarding because someone else does the work. This is one of the ways we can talk about collegiate leadership and collective responsibility in the Church. Remember, true leadership is “we”, not “me, me, me”. Everybody gets to own and participate in the strategy once you have set it out for them. Clergy and laity who reject it can be asked to move on.

    For example, if you face a financial crisis or can no longer recruit clergy to your diocese, it would be easy to get bogged down in the details as to why. A more strategic approach is to streamline the issue, and avoid describing it as a problem at all. Start with a catchy slogan or a brief Mission Statement, such as: ”Attract, Train, Retain, Develop”. Remember, “Crisis” means “opportunity” in Chinese. But don’t use the C-word too much, as it may cause people to revisit your strategy. You don’t want that.

    If you still feel there’s something missing, consider adding the word “Inspire”. Note that this word could go anywhere in your assemblage of terms. Like a versatile midfielder in a football team, “inspire” looks great and performs well in any position: ”Attract, Train, Inspire, Retain, Develop.”

    You could represent all of this in a diagram using the words in a circle, linked by arrows. More advanced strategic thinkers can produce different versions of this diagram, headed ‘phase one’, ‘phase two’, etc. But please be careful, as you don’t want to imply there is a timetable. Nominate a hypothetical deadline year (2030?) by which time it will be delivered. By 2025 it will all be forgotten, and you can devise another strategy.

    Think hard about appointing an officer to deliver all this. You may want to consider a Facilitation-Facilitator, a Facilitator-Initiator, or an Enablement-Enabler. These can be attached to any posts concerned with mission, growth and vision, and for helping parishes to downsize and consolidate resources (i.e., “sharing in mission”).

    Does My Diocese or Cathedral Need a Strategy?

    Strategy is how we set the direction of travel. You cannot go forward without a direction of travel. Going forward is the strategist’s key objective. It doesn’t especially matter where you go, as long as you move forwards, not backwards. Even going forwards blindly over a cliff beats going backwards.

    Avoid discussing the actual rate of travel as this could lead to awkward questions about dates and deadlines. Talk instead about pace or, better still, momentum. How do you quantify momentum? You don’t. Remember, this is your strategy, and it is not concerned with measurement.

    For example, you can announce your intention to create five hundred new Intentional Discipleship Communities over the next five years. Nobody actually knows what this means, and it could cover anything from a new church on a housing estate to four people meeting for coffee at Costa each Wednesday to discuss last week’s sermon. These all count in the figures.

    What are the Best Strategic Words for Me to Use?

    There are certain words that every aspiring strategist needs to know. These are some of the most important.

    • Delivery – in daily life, a delivery is something that arrives, like a parcel from Amazon meant for your neighbour. Or a letter from the Post Office, eventually. Or, some deliverables from a Lessons Learned Safeguarding Review (i.e., timing and content unspecified). But in strategy, delivery is an end in itself. You need to be focused on or committed to that delivery. Don’t allow yourself to be distracted by specifics, such as “what is in the box, or in this report, or did I get what I asked for?”. Deliverables arrive. The joy of them is that nobody really knows what’s about to arrive, or when. God is a God of surprises. People must be expectant, otherwise nothing will happen. Like waiting for Santa.
    • Integration – this is the ultimate goal of strategy. Integration solves all known problems, particularly strategic ones. All great integrated strategies start with joined-up thinking. Make sure you emphasise that your thinking is joined-up, as it implies all previous thinking was OK, but not part of a strategic plan. If you have no thoughts of your own that are worth sharing, then claim to be linking-up other people’s ideas. This ticks the box for Enabling and Facilitating – also good words to use. Consider appointing a Facilitator-Enabler for this, and create a new group to review progress and to monitor deliverables. Then create a group to review the review group. That is how momentum is maintained.
    • Safeguarding Strategy – if thinking about a Safeguarding Strategy, then

    [NB: this entire section has been redacted in full by the Archbishops’ Council and Secretary General – please scroll down to Transformation.]

     

    • Transformation –for when mere change just won’t cut it. Nobody ever mastered strategy by worrying about incremental change or orderly progress. You can’t achieve transformation without vision. The great visionaries of the past all dared to dream. There are many recent Vision Statements to draw upon from in the Church of England, and they’re beacons for us all. (Ed. Do you mean these reports and strategy documents are all on the bonfire?)
    • Ambition – a tricky word for those in the Church of England’s Talent Pipeline and studying on the mini-MBA course (you may prefer ‘vocation’?). Either way, start by setting this out in the broadest terms imaginable. Don’t set limits or impose constraints. These can be added in much, much later, in the Operational Phase. Your job is to make the asks, not provide the answers. If you have appointed a Facilitator-Enabler, as suggested, then you are no longer providing answers or results in any case. Your role is to ask the questions and review progress.
    • Digital and Social Media – a vital ingredient of all strategy. There is virtually nothing that social media and digital solutions cannot enable. You can reach limitless numbers of people without spending too much time and money, except of course on more IT and Comms staff in Diocesan HQ. Your strategy will not be complete without a short paragraph acknowledging the transformative power of digital and social media. Again, use broad strokes. Your role is to embrace this world, not explain how it might be effective.
    • Leadership – no strategy can succeed without it. Setting out the strategy is the ultimate expression of leadership. In the unlikely event that your strategy fails, point to the absence of leadership in laity and clergy. Remember that rather like strap-lines, it will repay you handsomely to use a self-contradicting phrase that encapsulates your leadership style. A favourite is ‘Servant-Leader’, as it is easy to pose for photos doing servant-like things (e.g., put your back into planting a commemorative tree, or hold tea towel for a few minutes the next time you are at a parish lunch). But obviously, you are still The Leader, and you have no accountability to your colleagues. They have no employment rights. And the laity and the clergy won’t be allowed to scrutinise or appraise you. The good thing about strategy in the Church of England is that it is not a democracy, and they can’t get rid of your governance and leadership if they don’t agree with it. In some respects, setting strategy, goals and vision in the Church is more like being the sole ruler of a one party state. Enjoy.

    How Can I Operationalise My Strategy?

    Hand the PowerPoint assignment to someone subordinate and ask them to make it happen. Don’t try to tell them how. That’s their job. You’re strategic. Invite someone who works for you to follow up much later with “detailed operational guidance”. Ask them to link it to your strategy, wherever possible.

    If the programme fails, it’s because people didn’t understand the strategy, lacked the management skill to operationalise it, chose not to buy into it, clung to vested interests or failed to read the guidance over the bank holiday. Often, it’s a combination of the above. Or the laity and clergy are to blame, as they failed to keep pace, or preferred to continue without your vision. Either way, it’s not your problem.

    How Will I Know if My Strategy is Working?

    The success of every strategy is judged by history. The wise strategist will put as much distance as possible between themselves and history to give their strategy a fighting chance.

    Never promise that your strategy will bear fruit while you’re in a position to be accountable. Make sure the planning horizons of your strategy (if any) are slightly longer than the life expectancy of your current role. Set your heart on a bigger, better diocese or cathedral in the future, and work backwards from that point. If you are only a Suffragan or Area Bishop, it is usually a good idea to volunteer to lead and implement the strategy. When it is not working, it is easier for the Diocesan Bishop to move you on, meaning they can start again from scratch with a new vision, and blame the fact that you were called to a new role on the implementation failure.

    Can You Ever Have Too Much Strategy?

    If you need to ask this, you should not be in the Talent Pipeline. Non-strategists concentrate on the failures of the past and try and avoid repeating mistakes. These people are egg-head analysts, and are not persuaded by vision.

    Strategy depends on endless repetition. Consider what state the Church of England would be in were it not for your endless reforms and transforming vision. The true strategist constantly builds on their own success, as defined by themselves. Remember, your role is to go forwards, not backwards, and not to get distracted by the direction of travel. The point of going forward is to keep moving. The destination is open-ended.

    Assessment:

    The course is assessed by your response in the boxes below. Please note, we do not accept essays, attachments, citations or any secondary analysis drawn from academic literature or case studies you may deem relevant.

    Write your proposed Strap-line [3 words, max].

     

     

    Set out your strategic goals, and the resources to achieve these ends [20 words, max.].

     

     

    Describe your distinctive leadership contribution and style as related to your vocation and formation as part of the whole Baptised People of God [10 words, max.].

     

     

     

     

     

     

     

     

     

     

  • Learning Lessons? Leading a Church Where Abuse Has Happened

    by Revd Canon Mark Bennet, Team Rector in the Thatcham Team and member of General Synod

    I reviewed a book a while back for the journal Practical Theology. Written by Gail Cafferata, and based on research mainly in the US, it was called The Last Pastor: Faithfully Steering a Closing Church. It was about how to close a church well, and what happens to people and buildings and resources and memories afterwards. Published in 2020, strangely it appears not yet to have appeared on the reading list of any course I am aware of in Church leadership – in spite of the fact that there are in fact many people who do close churches, and closing them well is very much better than closing them badly. If it is a common task – and Cafferata contacted over 130 pastors in five different denominations – then why are we not intentionally learning lessons from those who wear the T-shirt? It is an example of the learning we don’t want to do – we’d rather be (against the trend) growing churches and doing exciting things rather than attending to what is actually in front of many of us.

    None of us want to face a major safeguarding issue in our context – my own context is a parish. But if we do face such an issue, it would be good to have some deep research which goes beyond crisis and reputation management. Within six months of taking on my role of Team Rector I had to deal with two situations involving two different youth leaders in the parish, one of whom ended up spending time in prison. I mentioned an outline of my issues in a speech at the July 2023 General Synod in the debate on safeguarding reviews. ‘Lessons learnt’ is a term used all the time in these reviews, but I mentioned in passing the learning we apparently don’t want to do, about treating victims and survivors well over the long term. But my main focus (which the Church Times missed in its Synod report) was on the learning we haven’t even thought of doing: about the impact on, and care of, communities in which abuse has happened. When it happened to me, I had no body of learning to which I could refer to guide me in my unexpected and unwelcome new context.

    I hope that such experiences have a low incidence, but over time even a low incidence of scarring and damage unhealed can start to have a substantial impact, as cases mount up. Do you know what it feels like to face the prospect of doing youth work in the face of the “younger and more diverse” agenda when there has been a double betrayal in the parish? That has been one of my questions, but if the damage is low incidence, we must note also that our contexts of ministry are very diverse. Not many will have a single church building serving a parish of over 25,000 people. So I was arguing at Synod that we need, as a church, to capture, consolidate and reflect on the learning from the contexts where abuse has happened, so that people like me have resources which have a chance of mapping onto something like their own situation if the worst happens to them. It may be that reviews are the wrong tool for this work and that ongoing intentional research would capture the learning and the stories more effectively.

    What I do know is that if no-one is learning, then mistakes will be made – and no-one has yet put themselves out to learn from me and my experience. It is hard work to be the pastor of a congregation in which abuse has happened. In many cases it seems to divide the community between those who believe the stories are true, and those who would defend a “good person” or the reputation of the church. My journey covered five years, conflict, unexplained decisions and judgments and a serious case review encompassing the church and two schools (I was chair of governors of one – not, as it happens, a church school). The impact lasted for longer than that. Just to illustrate some of the questions which arose for me over this extended period:

    How do you preach over time: are there problematic Bible passages?

    How do you negotiate your relationship with local schools where you are a governor and parents are getting their best information from the local newspaper?

    How do you deal with newspaper stories in those community contexts?

    How do you manage a PCC which knows little of the story? And Churchwardens likewise?

    How do you manage a team when some can know things that others do not?

    What are the considerations about continuing the youth work in the parish (other partners may be involved)?

    How do you survive the incorrect comments and factually inaccurate narratives which emerge in your community when you can say nothing to challenge them?

    How do you cope with being called “paedo” in the street or in a public place?

    The demands and pressures of being embedded in a community where abuse has happened over a considerable period are not comms issues, or problem solving, or even sometimes actually safeguarding issues – they are issues of relationship and trust, and at heart are pastoral issues. As I mentioned in my speech, a community can be strongly divided, with emotion running high – as a work context, it can be demanding and at times relentless.

    I hope I never face the same issues again – my learning is of little use to me. But it could be of huge value to an unknown colleague facing some of the same challenges in a different context. What do we lose by putting ourselves out to learn the lessons?