Transformation of Small Membership Churches
by Lovett H. Weems, Jr.

It is easy to think that dramatic congregational transformation happens only in large membership churches or in areas where such churches are at least possible because of population.

A book by Jeff Patton seeks to dispel such an assumption. If It Could Happen Here. . . . (Abingdon, 2002) tells the story of two small membership churches on a charge that went from years of decline to revitalization and significant growth. The author identifies seven areas of focus that brought about the turnaround.

1. Clear mission

A key was to develop a mission or purpose statement answering the question, “Why are we here?”

2. Changing worship patterns

The challenge was to develop and train a team able to speak the language of those around the church but not sacrifice the wonder and majesty of the gospel.

3. Laity

Laity had to regain the sense that they are the church. The biggest task here was to retool the congregation for their personal ministry, which was difficult after years of being taught that their only obligation was to “show up, shut up, and pay up.”

4. Demographics

There had to be an awareness of the community surrounding the churches. What are the people who lived near the church like? What the church members found was disturbing. The people in the community were in deep trouble, facing a multitude of serious real life challenges. People’s lives were falling apart all around. The churches had to move out of their comfort zones.

5. New organizational system

A new organizational system was needed that welcomed the new people and that allowed everyone to work as a team. It was important to reeducate people about what laity might do very well, even if their experience had pastors only doing such things.

6. Membership that means something

Membership had come to mean very little. Sacrificial giving of oneself was made an entry point for leadership.

7. A push for excellence

Mediocrity dominated just about everything that was done in the church. A push for excellence was begun using the phrase, “if it’s worth doing, it’s worth doing well.” It was important for people to see results from these efforts. Results came almost immediately.