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Helping clergy and congregations navigate transitions with faithfulness and curiosity

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Posts tagged planning
Resource re-post: vacation preparation sheet

With the start of Lent, many pastors are looking ahead to some hard-earned rest after Easter. Here’s a resource I created last year that can help you plan ahead to get the most out of your time away.

If I had to bet, the week after Easter Sunday (followed closely by the week after Christmas) is the most common period for pastors to take vacation. You will have accompanied your congregation from the wilderness to the foot of the cross to the empty tomb. That is quite a journey. You’ll be ready to rest.

Having a vacation to look forward to is a great start. But have you ever felt like it’s just as much work to get ready to be away as it is just to keep on plowing ahead? Have those extra tasks worn you out so much that you’re just returning to baseline, not even close to refreshment, when vacation is over? You’re not alone.

That’s why I have created a vacation prep sheet. It prompts you to record your hopes and intentions for your time away, then to sift and break down what you need to do beforehand in order to live into them. This sheet can be helpful to you the week before vacation, but it will be even more useful if you start using it further out. Feel free to download the sheet for your own use or to share it with others. Happy rejuvenating!


Could your congregation benefit from coaching?

Coaching is not just for individuals! Did you know that I also coach church staffs, teams of lay leaders, and entire congregations? Anytime there is a gap between where you (as an individual or as a collective) are and where you want to be, there is fertile soil for coaching. A coach approach to meeting benchmarks and overcoming challenges can provide structure, tools, and encouragement to groups as they strategize in ways that make sense in their context and utilize their specific gifts. Coaching also builds ownership of new insights and plans among coachees, because it does not result in a solution handed down by an outside “expert.” In coaching the people doing the work in a particular space are understood as the true experts, and they are the ones who map the way forward.

And guess what? This time of year tends to be one of the best seasons for coaching. Summer vacations are tapering off, so it’s easier for groups seeking coaching to meet consistently. Fall programming is mostly settled. There’s some breathing room in the liturgical calendar before Advent, when the focus (rightfully) shifts to the journey to Bethlehem.

Coaching doesn’t have to break your church’s budget, either. Now that we are all very familiar with video conferencing, you only need to plan for an hourly coaching rate. No longer do you have to worry about travel and other expenses that can add up quickly.

If you sense that your congregation (or some segment of it) needs the kind of nudge that coaching could provide, here are some areas in which I specialize:

Congregational self-study during pastoral transitions. In the time between settled pastors, it’s important to do this good work to undergird the search for a great-fit minister. Who is our church apart from the personality and passions of our former leader?

Figuring out church after(ish) Covid-19. In pre-post-pandemic, many questions remain in order not just to do church but to be church. What is our role in the world after a big shift in people’s priorities and ways of life? How do we rebuild relationships and establish new ones both within our congregation and in the larger community based on what we’ve learned about ourselves and our neighbors over the past couple of years?

Setting new touchstones and metrics. The pandemic shook many markers loose. What is it that is consistently grounding for and true about our congregation? What are helpful benchmarks that let us know our impact in partnership with God?

Visioning and discerning next steps. We might only see half-steps forward right now, but we can figure out how to recognize them. How do we listen for invitations from God? How do we engage in a continuous cycle of experimentation, assessment, and learning in a way that brings excitement and delight instead of a sense of failure and shame?

Pastor searches. Teams of laypeople (appropriately) have a lot of questions about how to find someone for a role they themselves have never held. What do we need a pastor to do? Where do we look for people who can do these things? How do we invite candidates to consider our ministry opportunity out of a spirit of welcome and generosity?

I would love the chance to talk with you about any of these congregational coaching possibilities, as well as potential coaching topics that are not mentioned above. Please schedule a free exploratory call here. If you don’t see a time that works for you, contact me so that we can figure out a window that will.

Think small

When I was in college, my dad would mail me motivational photos cut out of business publications. You know the kind - a person standing on a mountain peak, with a quote underneath about giving it your all. The encouragement, the time spent finding and mailing the pictures, and the willingness to dissect his magazines were all expressions of my dad’s love. Hopefully we’ve all had someone in our lives who has pushed us to dream big, to work hard. There are times when we really need that kind of support.

This is not that time.

The more I talk with pastors and lay leaders, the more I think that this is a season to go small, to ease off the gas. Clergy are crispy-fried, even the ones who are not in the midst of vocational crisis. Laypeople are exhausted too, whether it is from stepping up even more at church during the pandemic, worrying about and caring for their kids or parents, or wondering what the future holds for their work lives or their retirement account balances. Even so, the capitalistic heartbeat that powers our culture intones, “Do more.” Thump thump. “Be more.” Thump thump. “Count numbers.” Thump thump. “Go back (to the way things were pre-Covid.)” Thump thump. This is an anxious response and an unrealistic approach to the profound ways in which our world and the Church are changing.

I want to suggest an opposite approach: going small. Yes, we need to do some things differently, because our burnout and our scarcity tunnel vision won’t magically resolve themselves. So look for a small tweak that might make a large impact. Spend one minute outside after you’ve finished your lunch, soaking in Vitamin D and deepening your breaths. Or end each day with a single reflection question, such as, “When did I experience joy today?” Or read one page of a book (for fun) that has been gathering dust on your nightstand.

Thinking small goes for congregations too. This is likely not the time for long-range planning. With energy so low, it might not even be the season for discerning or re-examining shared values. So name a hymn or a long-practiced ritual that says something about your congregation’s identity and use it as a touchstone for considering unexpected invitations from God. When starting new things (or even re-starting former initiatives), be clear about what the “yes” involves and what “no” is needed to counterbalance.

We all want to be faithful. We strive to minister to those in need. To do both for the long haul, we need to recalibrate for sustainability. Going small offers us a way to build momentum and muscle, growing our capacity and impact in the process.

In the meantime, instead of a motivational poster of someone reaching a mountain peak, imagine a kitty poster that encourages you to “hang in there.”

Photo by Igor Kyryliuk on Unsplash.

Is your congregation's future hybrid (part 2)? Questions to help you plan.

Last week I offered some discussion prompts for congregations that are discerning whether to lean into true hybrid community that creates robust belonging for both online and offline participants. If responses to those questions point to an openness to hybrid church, the reflection cues below begin to get at planning the specifics.

Logistics

  • Based on responses to these questions, what might our digital sandbox look like? What’s the container for the sandbox? How big is it? Who might want to play in it? What toys are in it for people to play with? (Sit with this metaphor a bit before moving into practical details below.)

  • What platforms would we utilize? What criteria will guide this decision? Which ones are current constituents and those who aren’t yet engaged already using?

  • What elements of hybrid church would be synchronous or asynchronous?

  • Which elements of hybrid church would be open to anyone and which would be password protected? What community norms would we need to establish for each, consistent with what expectations are for in-person congregational interaction? What would the bar be for obtaining the password?

  • What systems and leadership would we need in order to tend the online aspects and to facilitate mutual connection between online and offline participants?

  • What training would leaders and participants in hybrid church need?

  • How would we actively invite people for whom our hybrid church is good news?

  • How could we create space for hybrid participants’ contributions and big questions, indeed for their full participation in creating a faith community characterized by belonging?

  • What mechanisms for regular assessment and course-correction would we put into place?

Membership

  • What are our formal and informal practices around and beliefs about church membership? In what ways do they serve us well, and in what ways do they not?

  • How would the intentional cultivation of hybrid church necessarily affect what membership means and who can become a member? What changes do we need to make as a result?

Leadership

  • What time and attention, and from whom, would hybrid church require?

  • How could we make this leadership consistent and sustainable?

  • What does this mean for our staffing configuration (and budget) and the roles of lay leaders?

Mutual responsibility

  • What kind(s) of commitment are we asking for from online church participants in order to create the mutuality that belonging entails?

  • How do we communicate the what and why of these expectations to online community constituents and get their assent?

  • How do we engage online community participants in helping to craft mutual expectations?

  • How do we make it as inviting as possible to uphold expectations?

Sacraments/ordinances

  • What are the most important rituals in the life of our congregation? What meaning do they convey? What role does physical presence play in them?

  • What is and isn’t negotiable about being physically present to participate in these rituals?

  • Within what is negotiable, how might we get creative – and invite those online to do the same – in order to invite participation and communicate meaning across online and offline spaces?

The questions I’ve offered over the course of these two posts are not the only ones your church would need to address, but they offer a place to start. Your congregation might work through these prompts and decide that your call is not to be a hybrid church. You might not have the capacity or deep desire. That’s ok! But for congregations that are excited for this possibility and have the resources to make it happen, much is possible. In this time of increased polarization, the body of Christ has become loosely connected at the joints, and uniting those with a propensity to go online for church with those who attend in person offers the chance to strengthen the relationships among these parts to the glory of God.

Photo by Dan-Cristian Pădureț on Unsplash.

When surveys are - and aren't - helpful

When leaders in the church need to gather information from congregants, often the first inclination is to distribute a survey. It seems like a quick and easy way to take a church’s pulse and make needed decisions.

That might - or might not - be true. Here are the situations when a survey could be helpful:

When you need to gather hard data. If you need to gather member information (e.g., length of membership, distance members drive to the church) or assess interest in certain volunteer ministry roles, a survey could be the ticket.

When you’re laying the groundwork for further conversation. A survey could give a good indication of which issues need to be addressed in live interaction. For example, “what are the biggest questions you have about our church’s future?”

When you’re asking about gifts or needs. What needs in our larger community bear addressing? What are the strengths of our church? These kinds of questions broaden discussion in helpful ways.

On the other hand, there are times when surveys should be avoided:

When the topic is nuanced or conflictual. These issues absolutely must be addressed via conversations. The anonymity of surveys opens the door to hurtful and unhelpful words (e.g., “our church will never grow until we have better leadership” or “the preacher needs to stop using a manuscript”), and people must have the give-and-take of dialogue to get on the same page on topics that might be (or become) confusing.

When you are asking about personal preferences. This sets up the expectation that those (often diverging or conflicting) desires will be met. Asking about what qualities each member wants in a pastor or what they do/don’t like about worship are particularly big landmines.

When the survey is the conversation, not a prelude to one. Rarely is a survey a one-step solution. The only time this might be the case is when you are gathering hard data (see above) that is clear in its interpretation and application.

When your area of inquiry is wide-ranging. Not only will long surveys not be completed, the ones that are returned will give you so much information that it will take a lot of time and energy to interpret.

Surveys might seem like the simplest way forward, but they can complicate a decision or process in a hurry if not designed and used well.

Photo by Lukas Blazek on Unsplash.

Because I'm thankful for you, here's a free book!

Last year I wrote an e-book about visioning in the small church. It details a process for dreaming, listening for God, and planning out of a sense of gratitude for what your congregation has. Some of these gifts are individual while others are collective. There are both tangible and intangible blessings available for your use. They include money and facilities, but they encompass so much more than that. Together, they point your church toward God’s invitations to all kinds of ministry.

The book was written for a pre-pandemic church, but just like you’ve done with so many other aspects of your congregation’s life, you can adapt the outlines to online or hybrid formats.

It seems fitting to me during this week that I give thanks to you for all that you do by helping you learn how to celebrate and operate out of all that your congregation has to offer. So for today only, you can download my book for free. Feel free to share this link far and wide. We will all benefit from a church and a world infused with gratitude!

Planning and privilege

Raise your hand if you’ve been taught that your church should develop a 3, 5, or even 10-year plan. (I’ll wait.) Hey, me too!

When seminary and denominational leaders started to look toward the corporate world for answers to membership decline, many adopted the strategic plan model. It seemed like a good way to regrip the control that seemed to be slipping through our fingers. We even put religious language to it, though sometimes it took on a subconscious prosperity gospel message: “If we are faithful in these steps, God will reward us with…” Unfortunately, strategic plans have often proven to be a set-up for discouragement (though they are sometimes necessary for resource-driven projects like a capital campaign). After all, when we are dealing with people rather than products, we cannot predict that these efforts in Q1 will result in those “profits” in Q4. Discouragement can lead to panic, and panic can lead to doubling down on an inward focus that belies the church’s call to be Christ’s hands and feet in the world.

The pandemic has shown us that the control we seek though a 10-year trajectory is largely illusory. In fact, those who are often locked out of leadership such as people of color, women, and the LGTBQ+ community have been telling us this for decades. The ability to plan far into the future is a function of privilege. Strategizing is possible only when we think we have certain things that we can count on. This stability, though, can be out of reach for groups that don’t get to make the rules. And when the world shut down, those of us with privilege got a taste of the chaos that these communities experience on a daily basis.

So in solidarity with these groups and with acceptance of the unpredictability of these times, let’s kick the strategic plan to the curb where we can and take a different approach. Let’s name our values, both those we live and those we yet aspire to embody. (You can do this by examining patterns in your history and in your current ministries. What do we do? Where do our resources go? How do these realities align with who we say we are?) Let’s discern our overall purpose, that big-picture invitation from God that gives us energy and direction. And let’s use those values and purpose to dream big but plan in stages, taking time to assess at the end of each:

  • What were our expectations? What did we learn about our expectations and about ourselves as the people who hold them?

  • What do we need to celebrate?

  • What do we need to shift?

  • What do we need to communicate, and to whom?

  • What elements can we build upon?

  • How did our efforts help us to live toward our understanding of who we are and what God is calling us to be and do?

  • Where did we see the Holy Spirit at work?

  • What relationships were formed or strengthened?

  • What did we learn about our congregation, community, and/or corporate calling?

This way we are engaged in ongoing discernment - which is really a way of building our reliance on God - not simply enacting a one-and-done plan that gets shelved when the first benchmark isn’t met. We also celebrate regularly (which opens up our brains for greater creativity) and grow our ability to roll with what is going on in our world and in our congregational lives. Because, after all, a church must be looking for where God is at work and nimble to be poised for long-term spiritual growth, which is the kind of growth that really matters.

Photo by Kelly Sikkema on Unsplash.

So your pastor has left

“The pastor search team will meet this Thursday…”

Normally I have a pretty good poker face. In this case, though, I nearly wrenched my neck swiveling it so fast from my notes on the pulpit toward the layperson making this announcement from the choir loft. The congregation’s previous minister had exited a mere five days prior, and a search team for his settled replacement was already up and running. (I won’t leave you in suspense about how this story ends. The church called a pastor who was almost the polar opposite of his embattled predecessor. He served for 3.5 years, then was asked to leave. This sequence of events fit neatly into a long-running, unexamined pattern in the congregation.)

When a pastor departs, a church’s inclination is to ask how quickly they can locate a replacement. That is totally understandable. When we experience change - whether positive or negative - there is discomfort. We want to return to equilibrium as quickly as possible. But the time between pastors is bursting with opportunities that are largely unavailable during more settled periods. Here are a few:

  • Healing from conflict or grief associated with the previous pastor (or pastors, if there are still open wounds from situations with the most recent pastor’s predecessors)

  • Remembering or discovering anew who the church is apart from the personality of a charismatic or long-tenured pastor

  • Assessing the congregation’s purpose, gifts, and needs in a new season of ministry and a world changed by Covid

  • Right-sizing or reconfiguring staff to meet those needs

  • Inviting other staff or lay leaders to exercise or develop talents they haven’t previously

  • Leaning more intentionally into potentially transformational practices as part of the pastor search

  • Connecting or reconnecting with partners or resources that could inform the pastor search, and more broadly, the church’s ministry

  • Receiving and mulling pastoral candidates’ thoughtful questions about the church’s nature and hopes

  • Creating or shoring up procedures that improve communication and strengthen trust

  • Considering how to welcome the new pastor in ways that develop mutual care quickly

All of this is the holy work of the transition time. It sets up not just your new pastor but your church as a whole to live even more faithfully into God’s invitations. And your congregation doesn’t need to fear taking the time needed to harness all these opportunities, because while you might want an interim pastor to keep things moving and to help you reflect on the points above, the congregation - not a pastor - is the church.

So please, do not form your pastor search team the moment your departing pastor steps over the threshold for the last time. Breathe deeply. Trust God. Open your hearts and minds to the opportunities. You will be so glad that you did.

If your pastor search team needs assistance with making the most of the transition, contact me about search team coaching or check out this self-paced e-course.

Photo by Nareeta Martin on Unsplash.

Playing with the multiverse concept

[Warning: There are mild spoilers below for the Disney+ series Loki.]

Loki is the latest live-action offering in the Marvel Cinematic Universe. It follows the Asgardian god of mischief as he seeks to unmask and take down the Time Variance Authority, which protects the sacred timeline from simultaneously-occurring branches populated by chaos-creating alter egos. It’s a fun series, particularly if you have found yourself sucked into the MCU as I (unexpectedly) have. As I watched, I wondered if there was a way to play with the multiverse concept in church planning.

Many churches have some sort of “sacred timeline” in mind: grow, then grow some more, mainly in terms of attendance, budget, and physical plant footprint. We can be quick to prune initiatives and quell voices that point to futures that don’t seem to fit this linear path. But what if we took time to imagine these alternate scenarios? How might our imagination feed our discernment of the future God is inviting us to consider? Here are a few toys for your sandbox:

What is the nexus event? In Loki nexus events cause the branches in the sacred timeline. For your purposes, such nodes might be major decisions on the horizon or situations that you didn’t foresee (such as a conflict or the departure of a pastor) but that affect the future. Whether intentional or forced, these events fundamentally change the path forward.

Who might our variants be? In his travels between different branches, Loki meets many different versions of himself: a woman, a child, a much older and campier iteration, and even a crocodile. How might you show up differently - individually or collectively - depending on how the timeline branches? You can be as serious or as fun-loving as you want with this.

How might the timeline play out? Using the nexus event and the natures of the variants involved, wonder what might happen. Remember that there can be branches off of branches!

Which branches might you still prune if you can? As you work with the three questions above, you’ll find that not every scenario is a fit for your church’s God-given purpose and gifts. Those are the branches you’ll want to prune.

There are limits to this exercise, of course. You cannot fully predict or control the outcomes of the branches you explore. But simply removing constraints to imagination imbues any planning process with the curiosity and openness that discernment requires. Then, once you’ve played a bit, you can bring data and details into your conversations to refine your options and turn the one that seems to be rising to the top over to God.

Photo by Yuriy Vinnicov on Unsplash.

Re-gathering and re-introductions, part 2

Over the past six months I have worked with several congregations and groups of ministers, and I’ve found it absolutely essential that participants process their experiences during the pandemic. Otherwise there is an isolating, suffocating stuckness, a desire to get back quickly to whatever is familiar instead of moving forward faithfully as individuals and collectives. Here's where I believe we need to spend some time during our regathering:

We need to break the ice. As I mentioned last week, in some ways we are semi-strangers to one another. For this reason, we won't be able to go deep if we don't have some sense of safety first. Play is one way to create that, and I suggested a few activities designed to take power back from the pandemic's hold over us.

We need to slow down. The temptation is there to jump right back into all the programming our churches had in the Before, when so many people were constantly on the go. School will start in the next month or two, so we need to gear up Sunday School for all ages! And weekday Bible study! And have a fall kickoff! And…and…and. Instead, we need to add things back in layers, after taking a few deep breaths and considering what we’d be gaining and sacrificing by re-starting each ministry.

We need to lament. There's no denying we’ve all lost a lot: people we care about, jobs, routines, sleep, a sense of security, time in community, places we frequented, and much more. Milestones passed without full acknowledgment. Events we long anticipated were cancelled. It’s important to name these losses and offer them up to God.

We need to express gratitude. Without denying the difficulty of the pandemic, there are some surprising graces for which we can give thanks. We’ve learned new things. We’ve shifted or broadened our perspectives. We’ve received notes and calls and porch drop-offs. And if nothing else, we’re still here, and that in itself is worth a party. Grief and gratitude are both prayerful, faithful acts.

We need to explore how we've changed as individuals. We are not the people we were in early 2020. Some of those differences are minor or temporary. Others go to the core of who we are and how we show up in the world, making us fundamentally new people in positive and challenging ways.

We need to think about what those changes mean for how we are community to one another. In some churches, relatively surface interactions were the norm. Now that we all need to re-introduce ourselves, we can go deeper. Since we've had a shared experience of difficulty (even though the intensity has covered the range), we can have a shared vulnerability in naming what that difficulty has done to and for us. Out of that willingness to be real, our relationships can grow stronger, and we can look at the gifts and needs of our congregations and contexts afresh. We’ll then be able more effectively to live the love of Christ for one another and the world.

But what does all of this good work look like? Some can be done during worship, with leaders helping us make sense of all that’s happened, preaching about the courage in vulnerability, and creating ways for all people to participate in liturgy (e.g., naming grief and gratitude during prayer times or hanging a prayer wall for everyone to write on during or outside services). There's processing that can be accomplished individually through prayer stations set up around the themes named above. Christian education classes and small groups could be given discussion guides. And congregational conversations in ways that feel Covid-safe (and as emotionally safe as we can make them) can unearth a lot of what needs to be said.

My sense is that we will need some amount of all of the above means in the early going - and that the trauma will continue to pop up in surprising ways for a long time thereafter. But if we can just start talking in real ways with one another and God, we can begin to forge a faithful way forward together.

Photo by Morgane Le Breton on Unsplash.

Remembering, reflecting, and rolling gifts forward

On my last work-related trip in the Before, I watched the CBS Morning News in my hotel room as I got ready for the day. It was March 10, and Italy had just gone into lockdown. I shuddered at the tv footage of desolate public spaces. With equal parts naivete, willful denial, and internalized American exceptionalism, I thought, that could never happen here. Then I went to my conference, where I sat in a room full of people crowded around tables, shook hands with new acquaintances, and ate my buffet lunch after touching the same serving utensils as everyone else.

The reality of what was unfolding didn’t become real until the next day. The NBA suspended operations until further notice. The SEC men’s basketball tournament sent fans home in the middle of a game as a precursor to canceling the event entirely. These actions grabbed my attention since pro and college sports are big moneymakers with a lot of beneficiaries. Decisions to pause or end seasons would only be made under the most dire circumstances.

The dominos toppled from there. Church gathered for the last time in the building, but hardly anyone was there. The school system made attendance optional the next week before ending in-person instruction for the rest of the year. Stores began closing. Toilet paper became scarce.

All of this unprecedentedness drove me to a depth of uncertainty and fear that I had never known, compounded by the fact that it was taking place everywhere. There was nowhere a person could go within the surly bonds of earth to escape it. How could we stay healthy? Where could we turn for reliable guidance and help? How long would all of this last? What would it mean on the other side? How could I keep from pulling out every last chunk of my hair in the meantime?

I adapted, of course, like we all did. We had to. I mourn all that we have lost along the way: people, trust in leaders and institutions, jobs, small businesses that couldn’t hang on, time with loved ones, planned experiences we had to cancel, milestones we couldn’t celebrate in the same ways, position descriptions that have long since been tossed out the window, relationships with our church members uncomplicated by disagreements about masks and re-opening pressure, and so much more. And, as we all army crawl toward hope in this season of evermore available vaccines, some of the ways I am different now are good.

I’ve written before about reflecting on lessons from the pandemic. I decided recently to approach this from a slightly different angle, that of asset mapping. In this exercise you take all of the gifts you have access to - financial, physical, relational, skill-based, and anything else you can think of - and put each on a separate sticky note. Then you put them all on the wall, take stock, and dream of new ways to put those gifts together in service to your (individual or corporate) mission.

I decided to do this virtually, using Google Keep to visualize gifts I gained or unearthed during the pandemic. (If you haven’t used it before, Google Keep is very intuitive. You can find it in the Google apps tab in your Google-based email account.) I brainstormed all the gifts I could think of, then I color-coded them:

  • brown for new physical assets

  • yellow for new outlets/platforms

  • blue for new teaching/leading opportunities

  • green for new products I’ve created or credentials I’ve earned

  • pink for new discoveries about myself

  • purple for new skills

Here’s what this looked like:

Screenshot (2).png

If you want to do this exercise for yourself, your leadership team, or your church, you can start with specific gifts or with categories that prompt thinking about particular assets. Create any buckets you’d like, and make sure you think broadly about intangibles. Note that you don’t have to come up with a lot of post-its or pins for the reflection to be fruitful.

Now that I have my virtual sticky notes, I can easily refer to them when I get discouraged, and I can group them to think about what my ministry looks like in ways that take into account what this year has wrought. This asset mapping is a means of honoring the experience of this year and to using it to reimagine as necessary, even as I do the parallel process of muddling through grief.

On this one year anniversary of my initial (and slow on the uptake) understanding of what this past year would look like, I celebrate with you all the resilience you have tapped and survival skills you have developed. I can’t wait to see how you will put these gifts to faithful, ongoing use in the After(ish).

It's resolution time!

As 2016 becomes 2017, many folks will be making resolutions for the new year. Good intentions can quickly give way to frustration and guilt, though, if ample thought isn’t put into creating these goals. And who wants to start the year with frustration and guilt, especially considering the 12-month dumpster fire we’ve just collectively endured?

Here, then, are a few ideas for setting goals for 2017:

Consider the “why” behind the “what.” What are the reasons you want to read a novel per month, take on additional responsibility at work, or expand your circle of friends? If you’re sensing a nudge from the Spirit, tapping into an abiding desire, or coming up against a make-or-break moment (e.g., major health risk, request from a supervisor), you’ll have a better chance of succeeding than if you’re operating out of a sense of “should.”

Focus on what you can control. Want to lose 10 pounds? For some, that goal is attainable in a month. For others, it could be a year-long aim. There’s only so much we can do about our body’s chemistry and various environmental factors. We have much more control, however, over our actions. It could be more helpful, then, to frame goals accordingly: I will eat two more servings of vegetables per day, I will take 30 minutes of my lunchtime each day to walk around my workplace.

Note that there’s a step between doing differently and being different. Change usually begins with an alteration in routine. But for the change to stick, there must eventually be a shift to seeing things differently – not just “I teach,” for example, but “I am a teacher.” This new perspective is the midway point between trying something new and becoming a wholly new person.

Set sub-goals and celebrate when you achieve them. It’s easy to get discouraged when you set a big goal – even if it’s one that comes from deep within – and seem to be making only slight progress, or even taking two steps forward and one step back. Bite-size your resolution. If you’re a novice athlete who wants to run a 5K, first make a plan to run two minutes without stopping, then work up to five minutes, and so on. And reward yourself when you hit those smaller marks!

Build in support. Ask someone you trust to cheerlead and check in with you. If you’re concerned that this is requesting too much from a loved one, partner with someone who has a similar resolution, trade accountability and encouragement with a friend who has set a different goal, or hire a professional to help you stay on track.

Focus outward as well as inward. Don’t just consider resolutions focused on self-improvement. Think about ways you can make the world around you better with the achievement of your goals. We need these kinds of efforts now more than ever.

As you make plans for the coming year, consider how a coach might help you address challenges and meet goals.

May your 2017 start out with hope, and may your resolutions be a means for stoking that hope in the months to come.