The Leading Congregations exchange, part 1: The challenges facing 21st century Jewish communities
Rabbi Hayim Herring is an author, consultant and nonprofit organizational futurist. Rabbi Herring has worked with over 300 rabbis and congregations of all sizes and denominations throughout North America on issues including assessment, volunteer leadership development, strategic planning, organizational foresight and innovation. He has served as a senior rabbi of a congregation, assistant director of the Minneapolis Jewish Federation, and has published dozens of scholarly articles on the American Jewish community. Rabbi Herring holds degrees from Columbia University and The Jewish Theological Seminary of America, where he was ordained, and a doctorate in Organization and Management from Capella University’s School of Business.
The following exchange will focus on Rabbi Herring’s new book, Leading Congregations in a Connected World: Platforms, People and Purposes (co-written with Dr. Teri Elton).
Dear Rabbi Herring,
Your new book is entitled Leading Congregations in a Connected World. Our introductory question: What type of congregation and organization leaders did you have in mind when writing this book, and what would you like them to learn from it?
My co-author, Dr. Terri Elton, and I wrote Leading Congregations in a Connected World: Platforms, People and Purposes, for two broad audiences: professional and volunteer leaders of congregations and nonprofits, and teachers of current and future leaders. We defined two categories of congregations and nonprofit organizations. We studied both “established and adapting” organizations, namely, those with at least 25 years of history, were structured primarily as top-down hierarchies, but were trying to adapt to a more decentralized, socially networked world where people co-create their own personal meaning and community. We labeled the second category, “emerging and maturing,” that is, those congregations and nonprofits that were at least five years old, were reaching the age of early organizational maturity, and recognizing that the socially networked DNA that gave birth to them was not going to be sufficient to keep them growing and sustainable.
We realized that existing studies on congregations and nonprofits took an “either/or” approach. They looked at “the new kids on the block,” those newer congregations and nonprofits that garnered a lot of attention for their creativity and freshness. Those stories were usually about growth and flourishing. The other side of the narrative was one of decline and decay, and focused on legacy congregations and nonprofits that were losing members and lacking in vibrancy.
We thought that both sides of the equation needed to be studied. While it’s true that many legacy congregations and nonprofits are struggling, we also knew of some that had pivoted to a 21st Century social engagement way of working. (That doesn’t mean just having cool social media tools, but knowing how to use them strategically to deepen community.) Second, even though many established organizations are having difficulty making that pivot, they still command a lot of attention and resources. Was there a way to accelerate their likelihood of becoming more responsive?
Conversely, while many of the startups rightfully gained a lot of attention, we were hearing stories of some that were now between five and ten years old that were struggling. How could they maintain their unique, organic and socially networked attributes now that they had to worry about a larger budget, more staff, and perhaps even a building? They certainly didn’t want to become like the more rigid congregations or nonprofits against which they had rebelled, but they also needed to support a broader base of people who held a shared vision. We wanted to test the commonly held assumption that hierarchies are dead, and that social networks are the only future way forward of organizing spiritual and nonprofit communities. Indeed, we found that both elements of hierarchies and social networks existed within old and new organizations and both are needed.
What was especially appealing to me was to conduct research and write together with a Protestant colleague. Jews are part of a dynamic religious landscape in America that’s undergoing a revolution. So why not contextualize our changes into the broader context of which we are a part? Terri and I are both committed to blending academic theory and empirical research with practical tools and resources for immediate use.
Here are five key takeaways, although I still hope that you and your readers will read the book and call me with your responses!
1. Authenticity and innovation are compatible, although challenging to achieve. Congregations and nonprofits that thrive in the 21st-Century will go back to their core mission, but then pick one of four different pathways that we identify to practice innovation, and make innovation a part of their new organizational DNA.
2. The values of a socially networked world, that include enabling people to co-create their own experiences and have maximum self-choice, are here to stay. These values need to show up digitally, in the synagogue or nonprofit’s bricks and mortar space, and wherever people gather under their auspices. That means leaders must learn to relinquish some control, but in return, gain the joy of watching participants grow as they own their Jewish experiences and purpose. By letting go and enabling others to share and enact their Jewish dream, leaders also expand the influence and impact of their congregational or organizational mission.
3. Disruption doesn’t discriminate by age. Today’s disruptors will be tomorrow’s disrupted, and today’s disrupted can easily become tomorrow’s disruptors. So it’s a good idea to redefine leadership not as having the ability to respond quickly to trends, but to anticipate and favorably shape them.
4. Engagement isn’t a goal or a checklist. It’s an orientation for congregations and nonprofits. That means engaging individuals with a significant mission, and then putting them into community with those who share the same passion for mission, a mission that must connect to the broader world.
5. Community is fragile and trying to hold people with diverse views together is becoming increasingly challenging. Nonprofit CEO’s and clergy have the tremendous task of keeping people focused on mission and bringing people together in face-to-face contact where they can see that others who are not exactly like them are still partners for holy work.
6. Without dismissing the incredibly urgent work of social justice, congregations have another great, and I would say unique, opportunity. There are four generations and soon to be five generations of people alive in large numbers today. Where are the opportunities for people from so many different generations to develop sustained, meaningful, multi-generational relationships? Where are the opportunities where mutual mentoring can happen, if not at congregations? To the best of my knowledge, no other institution has potential access to so many generations over a lifetime. For congregations to claim that role, they’ll have to rethink congregational life, priorities, values, budgets, staffing – and I can’t think of anything more important today given the isolating challenges that each generation faces.
There’s more to say, and I look forward to the next parts of the exchange! Thank you for contributing to this conversation on the disruption and reconfiguration of our communities!