Review: There's Hope for Your Church: First Steps to Restoring Health and Growth

There's Hope for Your Church: First Steps to Restoring Health and Growth by Gary L. McIntosh
My rating: 5 of 5 stars

I first read this book in May 2015, having borrowed it from my school's library, and I promptly purchased a copy to keep. Now in Aug 2016, because of its amateurish looking cover, I reread it to see if it deserved to stay on my bookshelf (anything less than 5 stars would mean it would be put up for sale to make room). I was pleasantly surprised to rediscover how good it was, and the 5 star rating remains unchanged. Many books that I have read, I felt that the author had no idea what they were talking about. McIntosh writes with the verve of a seasoned veteran who has had thought through and worked on this subject matter extensively.

This practical and uplifting book for the pastor of a "dying" church (or church in need of revitalisation) is like fresh hot rations given to a battle weary soldier on the front line. I appreciated the can-do and positive tone coupled with McIntosh's succinct style of writing. I found that the case studies were always so very insightful, and were an amazing fit with the practical advice presented. They were probably the part of the book that reeled me in the most and that I most enjoyed.

I found the following methodologies highlighted in the book especially helpful:

- Identification of the signs of trouble in the church (Chapter 3) - low morale, downward momentum or plateauing growth, survival mode, passive attitudes, consolidated power, lack of vision, toleration of known sin and unproductive ministries
- Inclusion of a diagram (Page 75) that illustrates that God's Vision is an intersection of the pastor's leadership passion, passion/gifts of the congregation and the community needs
- Building a successful dominant coalition (Chapter 6) requires the right people (by approaching individuals personally rather than over the pulpit), who respect you, who are willing to receive the biblical training and replace disagreeable leaders
- After evaluating the church morale (Chapter 7), seek to lift it by being positive yourself, finding the silver lining (every situation no matter how dire, has its good aspects to highlight; eg. thank people who are overworked), celebrate all victories, require people who highlight problems to come back with three possible solutions, recruit encouragers, highlight heroes, stay close to the people, focus on the right people (Focus on the Very Important People, then the Very Trainable People, then the Very Nice People, and then the Very Draining People)
- Do not delay in confronting problem people (Page 112) who are: disloyal (on surface appear to be with you but speak against you when you are not present), belligerent (verbally or physically attack others), belittle (put others down to make themselves look better), undermine (who seek to draw others away to another church)
- Accept resignations immediately and do not allow them to change their minds (some influential staff or board members threaten resignations often to get their ways; Page 112)
- Evaluate and refocus on the core ministry (Chapter 9) and outreach/evangelism (because theological equipping of people does not always result in them desiring to bring in new people)
- In reference to church members being equipped for change (Chapter 10), I can relate personally that radicals arent a great source of feedback as they always bring a positive report; they are great for starting new things with great excitement and energy but burn out too quickly (Page 136)
- Watch out and deal with these 5 kinds of losses (Chapter 11): of identity (with the roles/positions/places they occupy in church), of control, of meaning (in places, programs and patterns of life), of belonging (when they are overwhelmed by numbers of newcomers they do not know), of a future (as people hope for a stable future and struggle with the idea that it is changing)
- Stay the course (Chapter 12)
- Church revitalisation chart and checklist (Pages 164-5)
- That 9 out of 10 church mergers fail (Appendix B)
- When church mergers work best (Pages 182-183): occurs because of mission and outreach rather than need to survive; consist of churches with common theology, philosophy of ministry, values, and corporate culture; both congregations sell their buildings and move into a new one; a single or new pastor is called to lead the congregation; when three churches merge and none is dominant (often when two churches merge, one feels shut out and loses its sense of identity); time is given to developing solid communication about a possible merger and addressing concerns; significant time for courtship is allowed to take place

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