A study was undertaken by Stetzer and Dodson (Comeback Churches, 2007) of 324 “comeback churches” in America – churches that experienced 5 or more years of plateau and/or decline since 1995 and this decline was followed by significant growth over the past 2-5 years, including a membership to baptism (conversion) ratio of 35:1 or lower each year and at least a 10% increase in attendance each year. This approach overcomes the conversions-switchers problem (since it does not rely solely on measuring worship service attendance) although, it is subject to contextual restrictions, since only US churches were surveyed.

The main quality/comeback characteristics they identified were: leadership, three faith factors (renewed belief in Jesus and the mission of the church, renewed attitude for servanthood, and strategic prayer efforts), worship and preaching, intentional and strategic evangelism, connecting people to spiritual maturity, motivating and mobilizing people out of the pews (helping people discover their spiritual gifts), and connecting people through small groups.

Leadership

Proactive Leadership: “Comeback leaders took the initiative for change” (praying Matt 9:37-38 regularly and passionately and model evangelistic passion). pp.39-41

Sharing Ministry: “Comeback leaders shared the ministry…made choices about those in whom they invested their time and how they invested their time…[and] quickly gave away nonministry tasks.” pp.42-43

Intentional Planning: “Comeback leaders intentionally used their time and the time of others differently…[and] intentionally planned to spend more time doing “people stuff.”” pp.44-45

Vision: “Comeback leaders agreed that having a clear and compelling vision was foundational in the transformation of their churches.” p.45

Developing Leaders: “Comeback leaders multiplied themselves.” p.50

Three Faith Factors

Renewed Belief in Jesus Christ and the Mission of the Church: “Comeback churches got back on mission” and grew “deeply in love with Jesus” and comeback leaders “helped churches grow in love with the community through their preaching, teaching, and praying…[and] helped their churches grow to love the lost…turned their churches outward.” pp. 58-61

Renewed Attitude for Servanthood: “Comeback leaders led their churches to develop the same passion, having a heart for service…comeback churches led people to care more about their communities than their preferences…comeback churches don’t focus exclusively on their own spiritual maturity or demand their preferences.” pp.63-67

Strategic Prayer Efforts: “Comeback churches are praying churches…Comeback leaders led their churches to pray, especially for their communities and then act on those prayers.” pp.68-71

[Extra factors: Goal Setting (comeback leaders made plans) and Valuing Relationships and Reconciliation (comeback leaders saw the value of reconciling relationships). pp.71-73]

Worship and Preaching

Worship: “Almost all comeback churches identified their mood of worship as celebrative and orderly…with a significant emphasis on being informal and contemporary.” p.78

Preaching: “Comeback churches practiced biblical preaching…” that is “more than just persuasive speech.” pp.90-93

Intentional and Strategic Evangelism

“Principle #1: The greatest motivation for evangelism is our own relationship with God, compelling us to love those He loves. Comeback pastors are able to case a compelling vision for outreach that is shared by the leadership and then the congregation.” p.100

“Principle #2: In order to train people to “go and tell,” we will need to teach them to live like Jesus-to live like a messenger of God in this world.” p.101

“Principle #3: Organize for evangelism using multiple methods.” p.102

“Principle #4: Comeback churches have learned that it takes a whole church to win a community, but it takes a leader to helm them do so.” p.103

“Principle #5: Comeback churches know that the whole church has to embrace the mandate for evangelism. Everyone can be involved as a prayer, bringer, and/or teller, and should be trained and mobilized in one or more of these areas.” p.104

“Principle #6: Comeback churches said that creating an environment in which spontaneous and planned evangelism can take place is a key.” p.105

“Principle #7: Comeback churches recognized, purposefully planned for, and utilized “doors of entry” [e.g. outreach events] to the church.” p.109

Connecting People to Spiritual Maturity

“Comeback churches used strategies that help people stay and grow…When a guest fills out a card, the first follow-up should include-at the very least-a letter and a call from the pastor or outreach leader. However, follow-up is not complete until the guest connects with a small-group leader.” pp.118-119

“People need to connect in community to consider the truth claims of the gospel…There really are two conversions – the first to community (“I like and trust these people and want to learn with them) and then to Christ (“I make a dangerous decision for Christ in a safe community of friends”).” p.121

“William Hendricks argues that new Christians are likely to leave the church within the first six months if they don’t develop at least seven significant relationships in the congregation during that time.” p.122

“Many comeback churches – 53 percent – raised the requirements of membership, challenging people to live out the privileges and responsibilities of the covenant community described in Scripture.” p.124

Motivating and Mobilizing People Out of the Pews

“For churches to be able to grow most effectively and reach their full potential, a change has to take place in the role of the pastor, and the people have to step up and use their spiritual gifts.” p.132

Create an Atmosphere of Expectation: “In many comeback churches, the people were taught that they were responsible for the ministry of the church.” p.139

Create an Atmosphere of Equipping: “Comeback churches utilize a strategy, or process, to identify and equip people for ministry as servant leaders. Part of that equipping is discovery of gifts…churches must help people discover their spiritual “equipment” and give them opportunities to use it.” p.140

Create an Atmosphere of Empowerment: “an environment where people feel empowered or enabled to do ministry. In many cases, empowerment occurs through preaching, teaching, and training. Don’t expect people just to “get it.” If you are like most of us, you want to ask people to do things and have them run off and to it. Comeback leaders understand that people have to be taught, trained, and encouraged to be effective ministers…Comeback churches understand that communication is a big part of empowerment…Comeback churches explain biblical guidelines, expectations for people in ministry, awareness and identification of gifts, and available training. They appreciate people in simple ways.” p.142-143

Connecting People through Small Groups

“Comeback leaders exemplified the power of small-group community.” p.147

“Comeback leaders multiplied their ministry through small-group leaders.” p.155

“Comeback leaders made it a priority to start new groups.” p.157

Other Comeback Factors

Facilities: “Comeback churches often changed their facilities to help facilitate their growth.” p.161

Marketing: “38 percent of comeback churches indicated that marketing had a significant impact upon their revitalization”. p.166

Staffing: “six of seven comeback churches experienced staff change prior to their comeback. It is an escapable fact that most comeback churches changed staff…63.6 percent of the respondents indicated that the church’s turnaround coincided with a change in the role of lead or senior pastor.” p.177

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