Customer Centered Questions

Tom Ehrlich writes a number of blogs. I found the one he wrote today on "Customer Centered Questions" to be dead on for congregations that truly seek to be missionary focused. Take a few minutes to read it, then start asking your leaders the questions.
Mary

February 24, 2011
Ask "Customer-Centered" Questions
By Tom Ehrich
At dying churches, leaders are asking questions like these:
• What do WE want?
• What will please our loyal members?
• How little can we change and stay alive?
• How can we stay true to our identity?
• What can we cut next?
The attitude behind those questions is, in all likelihood, the primary reason for their dying. They will blame location, denominational politics, cultural shifts "against religion," recent clergy, and the recession.
But it's their attitude – call it "provider-centered" or "us-centered" – that is killing their church.

Thriving churches, on the other hand, are asking exactly the opposite questions:
• What do other people need from us?
• How can we deploy our present constituents to serve people outside our ranks?
• What changes must we make in order to connect with a changing world?
• How is God trying to change our identity to be more like that of Jesus?
• How can we improve our giving so that we can do more serving?
Call this attitude "customer-centered" or "other-centered."
You can see the difference in church web sites. A "provider-driven" site features photos of the building and information about what WE want to do. A "customer-driven" site features people, in all of their diversity, and tries to anticipate what site visitors need.
You can see the attitude on Sunday morning, when "us-centered" congregations talk with each other and ignore visitors, whereas "other-centered" congregations turn outward toward visitors, the unattached, strangers, and the different.

A provider-driven church will grudgingly rent its facilities to outside groups, with lengthy rules about usage; a customer-driven church will give its facilities away gladly, as well as its coffee and clean floors.
A provider-driven church will sing hymns that members enjoy singing; a customer-driven church will expand its music to embrace new constituencies, such as Hispanic and African-American, as well as contemporary Christian music.
The list goes on and on. The difference is profound, and prospective members can sense it immediately. Many never get beyond the web site that takes pride in a building but says nothing about mission. Or they attend a Sunday service, face tired old words and music, get frozen out, and never return.

If you wonder why the average age of mainline congregations is pushing 65 and young adults are missing, this is why. You can't build an enterprise without doing everything possible to connect with the marketplace.
Leaders make the difference. On their own, most folks won't venture into the uncomfortable, beyond the known, or outside their walls. It takes bold, risk-embracing and confident leaders to do that work.
While old dialogs are still going on, entrepreneurial leaders need to be asking better questions, imagining vigorous responses to a changing world, and shaping a future that is radically other-oriented.

Leaders need to fight against the inertia that constituents inevitably try to impose on them. Leaders need to risk being unpopular. The most change-resistant will threaten reprisals. But leaders need to push through such self-defeating behavior and take the congregation's future, not its momentary satisfaction, as their charge.
That is a tall order, and it's the reason leadership groups need to form strong bonds of trust and mutual support. It's why Benjamin Franklin said to his fellow signers of the Declaration of Independence, "We must all hang together, or assuredly we shall all hang separately."