“If it’s not worth measuring, it’s not worth doing.”
That’s an old saying in the marketplace, and it’s especially applicable to the discipline of church communications. The measurement mindset might as well be in your job description. It’s that important.
It’s not uncommon to get resistance among church staff to this idea. How do you measure the work of the Holy Spirit? How does a pastoral care visit get quantified? How do you measure spiritual growth?
But if you’re a church communications person, you are not entitled to resisting this idea. 99% of what you do isn’t just measurable, it’s easily measurable. Here are a few examples of things that are not hard to track and measure:
- Web site visits
- Web site visits by new people
- Social media likes, follows, shares
- Digital community size
- Email newsletter open rates
- App engagement
- How your congregation is adopting digital communication channels vs. print
- Live stream views
- Google searches for your church
Recently I claimed Tuesdays for data gathering and analysis. I thought about “measurement Mondays” but usually Mondays at my office are all about meetings and debriefs, plus planning for the week ahead. So I renamed Tuesday to Tuesdataday.
It might seem a little extreme to dedicate 20% of my week to that one thing, but I did it for a couple of reasons:
- Everything I do starts with a strategy, and a strategy always starts with who. Who’s engaging with us on social media? Who’s giving us reviews on Facebook or Google? Are new people finding the right things on our website? Who’s watching our live stream – regular attenders, or new people?
- I’m trying to lead by example. It’s hard to make an informed decision without information, and too often churches launch ministries and assess their impact based on anecdotal information. But even a bunch of anecdotes is not the same as data. While it’s hard for some ministries to measure their impact, almost every ministry has some concrete measurement that, if used to make strategic decisions, could help lead to stronger results.
Tuesdataday isn’t just about running reports; it’s about putting that information into a format that our leadership can use. So I take time to process the information, and format it in a way that’s helpful for our senior leadership. (Here’s an example.)
Of course, the reality is that I never end up with the whole day open to spend on measurement and analysis anyway. It’s more like a guideline. But as long as I’m continually working with a measurement mindset, I’ll be making better strategic decisions that have a greater impact on growth.
So how much time do you spend on gathering data and analysis?