by Sue Weber

Sue Weber serves as the Director of Evaluation and Congregational Learning at the Indianapolis Center for Congregations.

There are times in the life of a congregation when the help of someone from the outside is beneficial. Whether this person is a consultant, facilitator, coach, educator, or mentor, seeking help outside the walls of the congregation can assist the leadership in looking at things with a fresh perspective. In recent years, congregations have used outside persons to assist them in resolving complex issues or determining strategic direction. A consultant brings new ideas, objectivity, expertise, or perhaps a skill that is missing in the congregation.

Here is a list of things to think about as you consider bringing in outside help and insuring that you have chosen the right person for the job.

1. Determine why you need someone from the outside and seek agreement from the leadership. Someone from the outside can be of little help if the congregation is unclear about its needs. More importantly, a consultant will encounter much frustration and lack of cooperation if the leadership does not fully support someone from the outside. Reasons for using someone from the outside may include:



• Help for developing a vision and strategic/pastoral plan for the congregation in the future.


• Freeing up the pastor and congregational leaders to fully participate in a decision-making process.


• Help in reconciling differences or becoming unblocked about a complex issue facing the congregation.


• A need to be educated or trained on the roles and responsibilities of a congregation’s board or council.


• Facilitating a process to learn more deeply about an issue or need facing the congregation.


• Providing a global perspective by showing how an issue or need may affect the entire system of the congregation.


• Help in designing and conducting research (qualitative/interview or quantitative/survey).


• Help in making such transitions as searching for a new pastor, relocating a congregation, thinking through a renewed mission, or similar challenges.


• Help in organizing and implementing a capital campaign.

Be clear about what you want from the consultant—a process, expertise, ideas, or a solution to a problem. Some consultants emphasize group process and the importance of drawing out the best thinking of the group. In this situation, the consultant as facilitator guides the discussion and learning but remains neutral on the decision. Other consultants come equipped with answers and solutions to problems. In this situation, the consultant "tells" the congregation what they need to do and how.


2. Select the right person for your needs. Different situations require different kinds of consultants. The congregation’s leadership should seek the résumés of at least three to five candidates. The personal interview should focus on the candidates’ skills, styles, and depth of experience and availability. Most importantly, ensure that the style of the candidate will fit the style and traditions of your congregation. Finally, check references by asking for a list of recent clients.



3. Put it in writing. Once the leadership has made its selection, a written agreement or contract should be developed by the consultant and signed by the congregational leadership. The contract should specify in writing the following elements:



• Goals of the engagement (what you hope to accomplish)


• Timeline


• Methodology (this outlines the concrete ways the objectives will be achieved)


• Deliverables (what can you expect at the end —a report, a plan, a piece of research, other)


• Evaluation (how will the consultant and leadership evaluate the progress and final outcomes of the agreement)


• Costs and payment schedules (this includes a list of what expenses will be paid)


• Accountability (the consultant should be accountable to one person, usually the person who signs the agreement/contract)


• Exit clause (some statement on mutually ending the agreement if necessary).


4. Give the consultant the information she or he needs to do the work. A consultant will need information to help prepare for the engagement. In addition, the consultant will need to spend time with a core group outlining the process steps and timeline. Be clear as to "who" the consultant is to work with. How a congregation treats a consultant will be very revealing about the larger issues the consultant is asked to address.



5. Develop mutual working expectations. Beyond the written agreement, develop clear and explicit working expectations. These expectations should be developed between the consultant and the core group he/she is assigned to work with. Examples of mutual working expectations:
   
   

   From the consultant I expect... • regular feedback on my performance • access to information to do my work • feedback on congregation’s response to the process

   From the leadership We expect... • written agendas for our meetings • direct/honest feedback on progress • access by telephone and/or e-mail



6. Check in regularly to evaluate. Don’t wait until the end to evaluate the effectiveness of the working relationship between the consultant and the congregation. Identify regular intervals to "check-in" and ask how things are going. This is an ideal time to raise issues about communication, process or style. Use the mutual working expectations as well as the written agreement to guide these discussions.



7. Report to the congregation on the experience. Build in regular times to communicate with the congregation on the overall reason and progress of the consultant’s work. At the end of the engagement, provide a final report on the outcomes. In particular, state how your group felt about the work and its relationship with the consultant.