Like most other big organizations, religions and churches are under pressure to change their strategy to deliver their core mission. Markets are dynamic and even our churches are not immune to change. The numbers don’t lie. We are amid a secular decline in church attendance. We begin by exploring the environment leading to this downward trend. The Presbyterian Church is actively addressing these trends with an entrepreneurial-focused missional incubator. This is a new way to deliver the traditional church values of Faith and community. From there, the article examines the differences and similarities between an entrepreneur and a minister. We wrap up with suggestions to help the minister bridge the gap.
Table of Contents
Introduction and the changing church environment
Comparing the entrepreneur to the minister
Preparing the minister: Training and workshops
Conclusion
Article references
The typical belief is that technology is at the root of change. There is some truth to that, but we must go deeper to understand why change occurs and chart a path forward. A more actionable question is: What is the core cultural transformation that technology is enabling?
In the last few decades, the world has quickly flipped from the “information scarce/attention abundant” world. This past world had been relatively stable since the beginning of human history until the end of the industrial age. In this world, churches could gather their congregants in central churches to develop their faith, and the church could keep their parishioners attention because their attention didn’t have as much competition.
Fast forward to today and the world has flipped. In today’s “information abundant/attention scarce” world, attention has been gobbled up by data on their iPhones and many other competing data abundance sources. Information is decentralized and abundant, so the congregants increasingly expect their faith and community to be delivered consistent with those information-abundant cultural norms. As a church seeking to help its community, the point is not to judge whether information abundance is good or bad. The point is to accept the cultural environment as it is and seek to help its community achieve their faith-based goals. It does not mean community is not important, it means how community is delivered has changed. This world is a byproduct of the Information Age.
This means the church must change. The declining church attendance is associated with today’s “information abundant/attention scarce” world and congregants are voting with their feet. The message to the church is clear, it needs to provide new ways to deliver Faith, community, and their core mission in the context of the new reality.
The Presbyterian Church is helping to lead the charge. This article is about the Presbyterian church's Missional Incubator. This ministry, via creative and transformative use of entrepreneurship, is delivering faith formation and community in new and exciting ways that meet the congregants where they are. This helps solve the challenge of delivering faith formation in this information-abundant/attention-scarce world of today.
This article focuses on a particular challenge related to implementing an entrepreneurship ministry. The traditional characteristics of the successful entrepreneur is compared to the typical characteristics of a successful Presbyterian minister. This will help guide how the Presbyterian Church supports the entrepreneurship ministry. There are certainly overlaps between entrepreneurs and ministers. But there are gaps as well. The church's challenge is to bridge these gaps. This article aims to pinpoint the existing gaps, build upon strengths, and initiate a dialogue to establish the most effective strategy to support ministry success.
Our analytical foundation builds upon the five most important characteristics of being a successful entrepreneur:
1. Resilience: Entrepreneurship is filled with challenges, setbacks, and failures. The ability to bounce back and persist in the face of adversity is crucial for long-term success.
2. Vision: Successful entrepreneurs have a clear vision of what they want to achieve. They can see opportunities where others see challenges and are driven by a purpose larger than immediate gains.
3. Adaptability: The business landscape is constantly changing, so the ability to adapt to new technologies, market trends, and customer needs is vital for staying competitive.
4. Risk-taking: Entrepreneurs need to be comfortable with calculated risks. They are often required to make decisions in uncertain situations and act without guaranteed outcomes.
5. Leadership and Communication: Effective entrepreneurs inspire and lead their teams toward a shared goal. Strong communication skills are essential to articulate the vision, foster collaboration, and build relationships with partners, customers, and investors.
2. Comparing the entrepreneur to the minister
When comparing the strengths and weaknesses of a Presbyterian minister to the characteristics of a successful entrepreneur, both roles exhibit some shared traits but may differ in how they are applied and developed. Here’s a breakdown of the comparison based on the five entrepreneurial characteristics:
1. Resilience
Strength (Minister) | Weakness (Minister) |
Presbyterian ministers are typically well-versed in resilience, as they navigate personal, congregational, and spiritual challenges regularly. Their faith often provides a strong foundation for persevering through trials, such as church conflicts, societal upheavals, or personal crises among congregants. They’re often motivated by long-term spiritual outcomes. | While ministers are spiritually resilient, they may not always experience the same level of pressure to achieve financial or measurable success as entrepreneurs. The lack of material stakes may make them less accustomed to the high-stress environments common in entrepreneurship, where resilience is tied to the survival of a business. |
2. Vision
Strength (Minister) | Weakness (Minister) |
Ministers often have a strong vision for their congregation's spiritual growth and the community’s well-being. They may feel guided by divine purpose, which can give their vision deep significance. They also often think long-term, focusing on generational spiritual development and moral leadership. | A minister’s vision might be more abstract or spiritual compared to the concrete, growth-oriented goals of an entrepreneur. Entrepreneurs need to envision tangible, measurable progress, while ministers may not be accustomed to thinking in terms of market share, financial growth, or product innovation. |
3. Adaptability
Strength (Minister) | Weakness (Minister) |
Ministers need to adapt to changing cultural contexts, social issues, and the evolving needs of their congregations. They are often skilled at adjusting their leadership approach based on the times and can shift between tradition and innovation within their theological framework. | The constraints of religious tradition and doctrine can limit adaptability. Ministers may be less likely to take rapid or radical action when compared to entrepreneurs who must pivot quickly in response to business challenges or opportunities. The slower pace of change within religious institutions might hinder the agility seen in the entrepreneurial world. |
4. Risk-taking
Strength (Minister) | Weakness (Minister) |
Ministers take moral and social risks, often advocating for justice and truth even when unpopular. Their risks are rooted in spiritual conviction and a commitment to long-term community and individual transformation. | Ministers typically take fewer financial or organizational risks than entrepreneurs. Churches tend to be more conservative institutions that may not welcome or support risky endeavors, particularly if those risks endanger stability. Entrepreneurs, by contrast, often thrive in environments where taking calculated risks is necessary for growth. |
Leadership and Communication
Strength (Minister) | Weakness (Minister) |
Ministers are strong communicators, delivering sermons and providing counsel with clarity, empathy, and moral authority. They lead by example, often inspiring their congregation through faith and character. Ministers also foster a deep, personal connection with their community, which strengthens their leadership position. | Ministers may not always focus on leading large teams or driving toward specific performance metrics as entrepreneurs must. Their leadership style is more relational and less transactional, which may limit their ability to manage complex organizational or business growth structures where bottom-line results and rapid execution are key. |
Summary:
Strengths of a Minister in relation to entrepreneurial traits lie in their resilience, strong moral vision, ability to adapt in social and theological contexts, and their relational leadership style.
Weaknesses may include a lower tolerance for or experience with financial and business risks, less focus on measurable results, and potential limitations in adaptability when rapid or radical changes are needed, as seen in entrepreneurial environments. Their vision and leadership are often less oriented toward growth or innovation in the material sense and more focused on spiritual depth and community stability.
3. Preparing the minister: Training and workshops
Next are thought-starter suggestions to help the minister lead the entrepreneurship ministry.
In order to support a Presbyterian minister in thriving within an entrepreneurial business setting, the training should emphasize integrating their current strengths with additional skills in business strategy, financial management, and innovation. Here are some targeted training ideas:
1. Business and Financial Acumen Training
- Goal: Enhance understanding of financial management, risk assessment, and business operations.
- Activities:
Workshops on financial literacy (budgeting, profit & loss analysis, cash flow management).
Training on risk management and decision-making in uncertain or competitive markets.
Case studies of successful social enterprises or businesses with a community focus.
Exposure to basic accounting and fundraising techniques.
2. Strategic Planning and Vision Alignment
- Goal: Help ministers apply their vision-building skills to create actionable business strategies.
- Activities:
Workshops on strategic planning, focusing on developing long-term goals for business growth and sustainability.
Training on goal-setting and tracking (using OKRs or KPIs) to measure business progress, complementing the moral vision with measurable outcomes.
Sessions on aligning personal values with business ventures to maintain integrity while pursuing profitability.
3. Leadership in Business Contexts
- Goal: Transition from spiritual leadership to business leadership, while maintaining relational strengths.
- Activities:
Leadership coaching on managing diverse teams in a business context, including setting expectations, performance management, and fostering innovation.
Training on effective communication in business to learn how to inspire and motivate teams toward business goals, while balancing relational skills.
Mentorship from seasoned business leaders, focusing on entrepreneurial leadership and management in commercial settings.
4. Innovation and Adaptability Training
- Goal: Encourage creative thinking and adaptability to respond quickly to market changes.
- Activities:
Design thinking workshops to foster creative problem-solving and innovation in product development and business model design.
Scenario planning exercises to practice adapting to market shifts or crises.
Exposure to entrepreneurial frameworks like Lean Startup and Agile methodologies, emphasizing rapid iteration, customer feedback, and flexibility.
5. Marketing and Customer Engagement
- Goal: Learn how to connect with and understand customer needs, creating value in business settings.
- Activities:
Training on market research, customer segmentation, and understanding customer needs (similar to ministerial work with congregational needs).
Courses on digital marketing strategies, including social media, SEO, and branding, to reach target audiences effectively.
Sessions on creating a value proposition and understanding the customer journey to align services or products with market demand.
6. Risk-Taking and Innovation Simulation
- Goal: Increase comfort with risk and the entrepreneurial mindset.
- Activities:
- Participate in business simulations where decisions on investments, marketing, and operations are required to respond to simulated market conditions.
- Practice small-scale business experiments or projects where calculated risks are taken in low-stakes environments, building tolerance and experience in business risk.
7. Networking and Partnership Building
- Goal: Expand connections and build strategic partnerships in the business world.
- Activities:
Facilitate networking opportunities with business professionals and entrepreneurs.
Offer training on building partnerships, collaborations, and alliances to expand reach and resources.
Workshops on negotiation skills for partnerships and contracts, improving business relationship management.
8. Time Management and Delegation
- Goal: Balance multiple roles and responsibilities effectively.
- Activities:
Workshops on time management techniques like Eisenhower Matrix or Pomodoro for prioritizing business tasks.
Training in delegation and team empowerment, ensuring ministers don’t try to handle all aspects of a business alone.
Coaching on work-life balance in entrepreneurial contexts, similar to the spiritual balance sought in ministry.
9. Pitching and Investor Relations
- Goal: Learn how to present ideas to investors and stakeholders.
- Activities:
Sessions on creating a compelling business pitch, including storytelling techniques to convey the vision and impact.
Role-play exercises where participants practice pitching to potential investors or partners.
Training on negotiating funding and forming investor relationships, ensuring sustainable financial backing for entrepreneurial ventures.
10. Technology Integration
- Goal: Equip ministers with the technical skills to leverage modern tools in business.
- Activities:
Courses on leveraging digital tools for project management, collaboration, and customer relations (e.g., CRM systems, cloud-based project management).
Training in data analytics, focusing on how to use data to inform business decisions.
Exposure to emerging technologies (like AI, blockchain, or e-commerce platforms) that could impact their business ventures.
These training programs would help Presbyterian ministers transition their inherent strengths—resilience, vision, and leadership—into the entrepreneurial world while developing skills in areas where they may be less experienced, like financial risk management, business strategy, and innovation.
4. Conclusion
Religious institutions, like many other large organizations, are under pressure to adapt their strategies to stay relevant in a rapidly changing world. The secular decline in church attendance, driven by societal shifts toward secularization, changing demographics, and the rise of technology, presents a clear challenge for churches today. The Presbyterian Church’s response, through its entrepreneurial-focused missional incubator, reflects a proactive approach to delivering traditional church values in new, innovative ways. By embracing entrepreneurial thinking, the church can preserve its core mission of Faith and community, while adapting to the needs of modern society.
The comparison between entrepreneurs and ministers highlights both shared qualities, such as visionary leadership and community building, as well as key differences, particularly around risk-taking and measurable outcomes. To bridge this gap, ministers can develop essential entrepreneurial skills—learning to take calculated risks, scale their ministry efforts, and leverage technology for broader outreach. By adopting these strategies, ministers can both maintain and expand their congregations, guaranteeing that the principles of Faith and community flourish in a constantly changing world.
5. Article references
Here are references, categorized into entrepreneurship, Presbyterian ministry, and the information abundant age that align with the characteristics discussed:
On Entrepreneurial Characteristics:
1. Timmons, J.A., & Spinelli, S. (2009). New Venture Creation: Entrepreneurship for the 21st Century. McGraw-Hill Education.
- This book covers entrepreneurial traits such as resilience, vision, risk-taking, and leadership in the context of new ventures.
2. Grit: The Power of Passion and Perseverance by Angela Duckworth (2016).
- Duckworth emphasizes resilience, one of the key traits for both entrepreneurs and ministers, as a predictor of success.
3. Drucker, P.F. (1985). Innovation and Entrepreneurship: Practice and Principles. Harper & Row.
- Drucker's insights highlight the importance of adaptability and innovation, core entrepreneurial qualities.
4. Hisrich, R.D., Peters, M.P., & Shepherd, D.A. (2017). Entrepreneurship. McGraw-Hill Education.
- This textbook details the characteristics of entrepreneurs, including leadership and communication.
5. McGrath, R. G., & MacMillan, I. C. (2000). The Entrepreneurial Mindset: Strategies for Continuously Creating Opportunity in an Age of Uncertainty. Harvard Business School Press.
- The book discusses adaptability and risk-taking in uncertain environments, applicable to entrepreneurial success.
On Presbyterian Ministry & Leadership:
6. Ott, J., & Wilson, R. R. (2001). Leadership in Ministry: Bowen Theory in the Congregational Context. The Alban Institute.
- Explores leadership within a ministry context, focusing on resilience and communication in spiritual leadership.
7. MacDonald, G. (2007). Building Below the Waterline: Shoring Up the Foundations of Leadership. Hendrickson Publishers.
- Discusses vision and resilience in ministry leadership, emphasizing long-term spiritual leadership.
8. Barna, G. (1997). Leaders on Leadership: Wisdom, Advice, and Encouragement on the Art of Leading God’s People. Baker Books.
- A collection of insights from spiritual leaders, highlighting the adaptability and vision needed in ministry leadership.
9. Smith, C. (2005). Soul Searching: The Religious and Spiritual Lives of American Teenagers. Oxford University Press.
- This book sheds light on the adaptability of religious leaders in responding to changing societal and cultural contexts.
10. Friedman, E. H. (2007). A Failure of Nerve: Leadership in the Age of the Quick Fix. Church Publishing.
- Explores leadership challenges and resilience in both secular and religious settings, particularly relevant for ministers facing adversity.
On Navigating the challenges of information abundance and the cognitive shifts needed to succeed in such an environment:
11. Hulett, Jeff. Solving the Decision-Making Crisis: The Problem with Free Will. The Curiosity Vine.
12. Hulett, Jeff. The Big Change: From Data Scarcity to Data Abundance. The Curiosity Vin.
13. Hulett, Jeff. How to Make a Confident Decision with Too Much Data. The Curiosity Vine.
These resources should provide further confirmation of the characteristics shared by successful entrepreneurs and Presbyterian ministers, offering insights into leadership, resilience, adaptability, and vision across both domains.
On point. Thanks!