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A Tale of Two Churches:
The Case for Rousing the Sleeping Giant

By Rob Burkhart

(The story of these two churches is true. Names, dates, places, statistics, and other details have been altered.)

In 1976, America was emerging from the humiliation of Vietnam, Watergate, and Richard Nixon’s resignation. That summer, while the world celebrated the Olympic spirit in Montreal, America marked its bicentennial. Across the nation communities celebrated in every conceivable way. Boston harbor, the site of that famous tea party, hosted a parade of tall ships. Americans planted gardens, sewed quilts, staged concerts and plays, buried time capsules, and created songs, poems, sculptures, and paintings. The streets were filled with parades, and city parks seemed overrun with Revolutionary War reenactments. Every possible surface was festooned with red, white, and blue. On the Fourth of July, Americans went to old-fashioned picnics, complete with pie-eating contests and wheelbarrow races. That night magnificent fireworks displays filled the skies as Americans paused to reflect and rejoice in their heritage. It was quite a party.

That summer Americans put the tragedies of Vietnam and Watergate behind them and focused on the glory of their beginnings, the achievements of their past, and looked with hope to a new and bright future.

A Tale of Two Churches

That same year two congregations in the same metropolitan area looked with hope to the future. Both welcomed new pastors with great enthusiasm and expectations. These men took up their duties within a month of each other. And, in a strange coincidence, 13 years later and within a few months of each other, both left their congregations.

In some ways these churches and men were very similar. Both were Assemblies of God churches. Both congregations experienced tremendous growth during the tenure of these pastors. Both launched Christian schools. Both relocated to new facilities. Both surrounded themselves with an outstanding pastoral staff and lay leadership. Both leaders and congregations were committed to missions at home and around the world. Both left an outstanding legacy for their successors.

In other ways the churches and men were very different. Both men were great leaders, but they had very different leadership and personal styles. Both were great churches, but they had very different histories. Congregation "A" was one of the Fellowship’s great historic churches with a long and honored past. While more than twice the size of its younger sister, congregation "A" was in a slow and steady decline. Congregation "B" did not have the heritage or history, but was a church on the rise. These churches served different kinds of people. The largely white-collar and professional congregation of one was very different from the salt-of-the-earth, hard-working, blue-collar people of the other.

Both churches grew dramatically during the tenure of these two pastors. But they grew differently. At the end of 5 years, morning worship attendance at congregation "B" had more than doubled, from 439 in 1976 to 949 in 1980. Growth in the same period at congregation "A" was not as dramatic (1,100 in 1976 to 1,300 in 1980). By the end of each pastor’s tenure in 1989, morning worship at congregation "B" had exploded and averaged 2,659, while congregation "A" had grown steadily to 1,802.

As these congregations transitioned to new leadership in 1989, both faced incredible struggles. When the time came, both congregations excitedly welcomed new pastors. In less than 2 years, both new pastors were forced to leave under a cloud of controversy. Again, each church sought and found another pastor. They, too, were both gone in less than 15 months. Both churches then had an extended period with no pastoral leadership. Experienced and valued members of the pastoral staff, key lay leaders, and influential families drifted away from both. Ultimately both needed, sought, and received help from their Fellowship’s district office.

During the short tenure of these last two pastors, conflict, controversy, and bitter battles over the style and substance of each pastor’s ministry had erupted in both congregations. Each pastor’s vision and leadership had seemed at odds with the church’s past and the dreams and desires of its lay leaders. Both congregations fractured under the pressure of the struggle for control of the church and its future. Hundreds became religious refugees, seeking and finding safe haven in other congregations.

Finally, both congregations found new long-term leaders. They believed these men would help them overcome their struggles, regain their past prominence, and lead them into a bright future.

Weathering the Storm

The churches faced and weathered these storms very differently.

Between 1989 and 1991 morning worship attendance at congregation "B" dropped by more than 50 percent, and within 5 years had dropped from its peak of 2,659 to 757. The collapse of Sunday school was even more dramatic. At its peak, congregation "B" reported 2,570 in Sunday school. Within 4 years, attendance bottomed out to an average attendance of just 53. In 1993 the Sunday school rebounded slightly, but morning worship continued to decline.

Congregation "A" also suffered losses. But its losses, in both average Sunday school and morning worship attendance, were measured in the hundreds not the thousands. From its peak of 1,802 average morning worship attendance in 1989, 3 years later congregation "A" dropped to 1,410. In that same period Sunday school attendance dropped from an average of 1,447 to 1,277.

Sunday School in the Eye of the Storm

The circumstances leading to the rise and fall of these two churches are a complex web of many factors. No one factor can account for all that happened. But the important place of Sunday school in this story cannot be overlooked.

Congregation "A" had a long tradition of high-quality, closely graded, small-group oriented Sunday school complete with an effective recruiting and training strategy. Congregation "B" did not. In the middle of the transition, Sunday school attendance at congregation "A" actually rose slightly (from 1,228 in 1990 to 1,277 in 1991). When the storms came, the Sunday school, with its network of relationships, mature lay leaders, and strong sense of community and mission stood firm.

Congregation "B" reported much larger Sunday school attendance during its rise, and dropped much faster and further. A look behind the numbers reveals that congregation "B" never developed the same kind of strong discipling ministry that characterized the Sunday school in congregation "A." Explosive growth, multiple services, and inadequate facilities made it impossible. Alternatives were tried with varying degrees of success. But congregation "B" was built around the pulpit skills of its pastor and an exciting Sunday morning worship experience. It did not have the internal strength needed to weather the storms and prevent its collapse.

The Rest of the Story

It’s been a roller-coaster ride for congregation "B" since its fourth pastor in 5 years came in 1993. Explosive growth built on the pastor’s considerable pulpit skills and dynamic Sunday morning worship marked his first 5 years. This period of growth was followed by a period of painful contraction. At that time leadership determined it needed to address the instability and immaturity of the congregation.

Its strategy? Build a Sunday school.

In 1991 congregation "A" welcomed its third pastor since 1989. He came believing that Sunday school and other ministries were out of date and determined to introduce a new ministry paradigm. Undervalued and neglected, the Sunday school immediately began to decline. In his first 5 years, Sunday school attendance dropped by more than 50 percent and worship attendance declined each year. After 9 years the Sunday school declined to about 300 and was then disbanded. Worship attendance continued to steadily decline, losing almost 50 percent since its peak and 33 percent since this new pastor came.

Both churches have stopped reporting Sunday school and worship attendance.

Lessons To Learn

Lessons can be learned from these two churches.

1. Congregations built without the internal structures and strength an effective Sunday school creates are more vulnerable and less likely to survive the storms. Big doesn’t equal strong.
2. Not all Sunday schools are created equal. Saying a church has Sunday school isn’t the same as building a truly effective Sunday school ministry.
3. Developing and maintaining an effective Sunday school requires a consistent investment of time, effort, resource, and leadership.
4. Good Sunday schools help the church reach and keep new people.
5. Sunday schools are fragile. What takes decades to build can be quickly destroyed by a lack of vision and neglect.
6. Sunday school is effective in assimilating new people and retaining growth.
7. It is dangerous to rely too heavily on a pastor’s strengths. Churches that develop a network of mature lay leaders through the Sunday school are stronger.
8. Through consistent discipling the Sunday school helps believers mature in their faith. Without individual maturity, congregational maturity is impossible.
9. Sunday schools connect people and build love, loyalty, and unity in ways a morning worship experience can’t.
10. A truly effective Sunday school cannot exist without the vision, leadership, and support of the pastor.

The Potential and Promise of the Sunday School

The churches described in this article illustrate patterns seen across the nation.

Many churches, like congregation "A," are abandoning the Sunday school. They believe Sunday school is ineffective and outmoded and that a new era demands new ministry paradigms. In many cases the diagnosis is correct. But the cure is worse than the disease. Many times, abandoning the Sunday school sacrifices ministry infrastructure essential for a growing, healthy church. In their search for something new, they replace the comprehensive, churchwide ministry of Sunday school with a patchwork of niche ministries. All too often the church grows weaker, not stronger.

Many other churches, like congregation "B," grow rapidly but not well. Churches that fail to build ministry infrastructure to support morning worship attendance risk collapse. At best they embark on an attendance roller coaster. Attendance rises and falls, only to rise and fall again and again. They never develop the maturity needed to consolidate their gains and develop a pattern of healthy, consistent growth.

The ministry trajectories of both patterns ultimately intersect. Both end up without a cohesive ministry system. Morning worship is increasingly a gathering of strangers, and less and less a gathering of brothers and sisters. Unity suffers. Spiritual growth suffers. Outreach and evangelism suffer. The church is less able to care, to assimilate newcomers, to impact its community, and to develop leaders.

Sunday school is the church’s sleeping giant. Sunday school isn’t a bad idea; on the contrary, it’s a great idea that is often badly done. Quality Sunday schools offer the church and its leadership an effective, comprehensive, and cohesive way to grow a great church. All the qualities of a healthy, growing church and ministry are enabled, supported, and enhanced by a good Sunday school. Here’s what an effective Sunday school ministry can do for your church.

Instruction

The Sunday school, as an age-graded, small-group experience, is an ideal place to teach the Bible. In Sunday school believers can be taught in ways most appropriate to their age and their emotional, social, and spiritual development. When properly trained teachers are given appropriate curricula and resources, facilities and equipment; when appropriate teacher-learner ratios are observed; and when methodologies that encourage active learning are employed, the Sunday school becomes an effective place for believers to learn and grow.

Evangelism

The Sunday school can be the launchpad of a highly effective and integrated evangelism and assimilation strategy. It is the ideal place to communicate a passion for the lost and give believers the skills needed to effectively share the gospel. The Sunday school offers a less-threatening environment and a place to introduce the unsaved to the life and ministry of the church.

Assimilation, Care, Community, and Unity

The Sunday school is an effective way to assimilate newcomers, meet needs, provide ministry, and build a sense of unity and community. In the Sunday school people of similar age and interest gather to study God’s Word. They can develop friendships, welcome newcomers, and care for each other.

Spiritual Life and Vitality

The Sunday school is an ideal environment for developing and maintaining spiritual vitality. It is a place where believers can discover more about God and experience His power and presence firsthand. It can be the laboratory of the Holy Spirit where believers can pray together and share their spiritual trials and triumphs with trusted friends in a caring, supportive atmosphere.

Christian Action

The Sunday school is the ideal place for informing, motivating, organizing, and carrying out ministry. The powerful combination of a biblical mandate, a pressing need, an effective ministry strategy, and working together to meet that need should be an integral part of the Sunday school’s ministry. As believers are challenged to apply their faith in real and practical ways, they grow spiritually and develop a deeper and richer relationship with God and each other.

Equipping for Leadership and Ministry

The Sunday school offers an ideal place for ministry training and leadership development. Classes dealing with specific ministry skills can be offered or incorporated into existing classes. The Sunday school offers a tremendous opportunity for mentoring and on-the-job training.

Church leaders have long recognized the value of these eight building blocks. What is lacking in too many churches is a way to bring them together into a cohesive system and organize them for maximum impact. The Sunday school can do just that. Sadly, that ability has been largely overlooked and ignored.

Within many churches this giant sleeps. The Sunday school can play a vital role in growing healthy, strong churches. It can and should do more and be more than it is. But church leaders haven’t expected, organized, or equipped the Sunday school to meet these challenges. Great Sunday schools and great churches don’t just happen. They are built with vision, passion, diligence, and wisdom.

Rousing the Sleeping Giant in Seven Not-so-easy Steps

Restoring the Sunday school to the life and ministry of the church isn’t easy, but it is essential.

Step 1: A New Vision of the Sunday School

As long as the emphasis is on the "school" in Sunday school, it will never achieve its full potential. Unfortunately, the concept many church leaders have of the Sunday school is one-dimensional. Sunday school is the teaching ministry of the church. Redefining Sunday school as a comprehensive and ministry strategy by which the church not only teaches but assimilates newcomers, cares for members, equips believers for ministry, and reaches out in evangelism is the first crucial step.

In life and ministry, people find what they look for and get what they expect. If leaders don’t expect the Sunday school to do more, it never will.

Step 2: Build the Systems

Sunday school leadership must develop and maintain several crucial systems. It’s not enough to know what should be dne. There has to be a way to do it.

First, collect and keep good records. Without an effective way to gather contact information on members and newcomers, it is impossible to care for absent members and reach out to newcomers.

Second, build the organization. Leadership must create an organization that provides support and oversight for teachers. Secretaries, superintendents, and other staff are as essential as teachers.

Third, provide the tools. Make sure the curriculum, supplies, and equipment needed for an exciting classroom experience are available and in place.

Fourth, build a recruiting/training system that provides a stream of new workers and supplies an adequate number of substitute teachers and replacement workers.

Finally, create and implement an appropriate accountability system for teachers and other workers. Set standards high, and expect teachers and workers to meet them. Hold them accountable when they fail, and reward them when they succeed.

Step 3: Build the Team

Sunday school can’t and shouldn’t try to do it alone. Unfortunately various ministries in a local church aren’t well connected. The Sunday school, other ministries, and indeed the church are more effective when they combine their efforts than when they go it alone. Here are a few suggestions.

Nurseries should be open and staffed before and during Sunday school. Teachers and other workers need to have a place for every member of their family so they can be in place when students arrive.

Ushers and greeters need to be in place, ready to welcome people to Sunday school and help visitors and others find their classes.

Newcomer contact information gathered during the service should be given to the appropriate Sunday school teachers so they can contact family members and invite them to Sunday school.

Midweek programs and the Sunday school should share contact information. Each can support the efforts of the other to reach newcomers and care for absent members.

Fostering clear communication, respect, appreciation, and building a sense of team among these various ministries make them better.

Step 4: Set the Standard

High expectations aren’t a barrier to recruitment; they are an asset. Many think asking people to do less makes it more likely they’ll do something. In fact, the opposite is true. People want to feel what they do is important. As long as leaders trivialize Sunday school, their Sunday school will be trivial. But high expectations lead to excellence in life and ministry and make recruiting easier.

First, keep the big picture in focus. Sunday school is about impacting the lives, futures, and eternal destinies of the students, their families, and communities. Nothing could be more important or worthwhile.

Clearly articulate the importance of every job. Explain how it fits in and why it is essential to the vision and success of the church and the Sunday school.

Require training before people serve and as they serve, as part of an ongoing investment in their ministry. People perform to the level of their training. Train for excellence and guarantee success. Fail to train and guarantee failure.

Require a minimum service of 1 year with a limited number of "unexcused" absences, and keep track. Expect teachers and workers to be faithful to their ministry, to attend services, and to fully participate in the life of the church.

Make sure teachers and workers meet the highest standards of personal integrity and spiritual life. Do not tolerate conduct that embarrasses God and the church.

Explain what is expected of your teachers and workers. Hold them to those standards. Those who fail to meet the standards should be counseled, coached, and given every opportunity to grow into their responsibilities. Those who don’t should be encouraged to find other places of ministry more suited to their gifts, abilities, and commitment, and they should be challenged to keep growing.

Step 5: Recruit and Train

No ministry, especially the Sunday school, can be successful without an effective strategy to recruit and train new workers. Vacancies are inevitable. New workers are essential for growth. But most ministries don’t recruit and train well. Leaders often take the first person willing to serve, with little regard to qualifications, spiritual gifts, abilities, or training. No wonder so many fail.

Successful recruiting can’t be based on the church’s need. It must be based on the believer’s need to serve. All believers are gifted and called to ministry and will be held accountable by God as stewards of their gifts.

Second, crisis- and need-based recruiting communicates failure. Public whining about the lack of dedicated workers doesn’t motivate. It discourages. No one wants to be part of a failing organization or serve because leadership can’t get anybody else. That’s not the message leaders intend to send, but it is what many in the pew hear.

Recruiting must be an ongoing process, not a crisis event. Leaders should continually pray and challenge believers to invest their lives in the cause of Christ. Create a positive recruiting atmosphere by focusing on the great things happening in Sunday school and the joy of ministry.

Don’t recruit for position. Recruit for training. Provide and expect new workers to complete a preministry training course lasting no more than 3 months. It should encourage people to discover their spiritual gifts, examine opportunities, review expectations, and explore the lifestyle and spiritual requirements.

Follow this classroom experience with on-the-job training. Let your best teachers and workers invest in and mentor them.

Finally, place new workers with their callings and interests in mind. Find round pegs for round holes. Failure to place workers promptly and appropriately derails the recruiting/training process.

Step 6: Motivate and Challenge

Continually encourage, challenge, and motivate the Sunday school staff. This can take many forms.

Teachers and workers should be expected to participate in monthly ongoing training to help them grow and become more effective.

Leaders should publicly acknowledge the achievements of teachers, workers, and the Sunday school.

Establish a prayer network, and ask the congregation to pray for teachers and workers. This not only encourages teachers and workers, but also keeps the Sunday school on their hearts and minds.

Plan an annual recognition service that celebrates the victories and recognizes the accomplishments of the Sunday school and its teachers and workers.

Hold people accountable for their ministry, appreciate their achievements, and help them to succeed.

Failure to motivate, appreciate, and challenge workers communicates that their ministry isn’t really important.

Step 7: Plan To Grow

A healthy Sunday school grows. But growth isn’t automatic. A few simple steps can keep the Sunday school growing.

First, adhere to student-teacher ratios and square-footage-per-student needs. Both staff and space are critical factors that can limit growth.

Second, implement a newcomer and absentee follow-up strategy, and expect workers to follow through.

A growing Sunday school should add workers and classes annually based on clear growth goals. Make sure new classes and teachers have the support, equipment, supplies, and facilities they need.

Make growth and outreach a priority for teachers and workers.

Train teachers to lead their students to the Lord and challenge them to personally present the gospel to each student.

Finally, make sure teachers and workers know that outreach and assimilation are essential parts of their ministry, and they are an important part of the church’s evangelism strategy.

The Last Word

What I have described above is not what most people imagine when they think of Sunday school. And, it isn’t what most people who attend Sunday school experience on Sunday morning. Creating and maintaining this kind of Sunday school isn’t easy.

But here is the bottom line. To fulfill God’s purposes in the world the church must reach the lost and help them become fully devoted disciples. The church must help believers grow to spiritual maturity and give expression to their love of God in worship and their daily lives. It must help create the bonds of love and loyalty within the church and bear witness to God’s truth, in both word and deed, in the world. Failure is not an option. But many are failing.

Of all the ministries available to the church, the Sunday school has the greatest potential to achieve these ends. It is the ideal tool. An outstanding infrastructure of curricula and training is already available. The church is demonstrably better able to fulfill God’s purposes with a good Sunday school than without one.

Finally, the church needs quality Sunday schools today more than ever. Far too many congregations are adrift with no vision and no strategy. It is a formula for disaster. God will give the vision, and the Sunday school offers the strategy.

It’s time to awaken the sleeping giant.

Rob Burkhart, Ph.D., is Christian education director for the Michigan District of the Assemblies of God, Farmington Hills, Michigan.