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unSeminary Podcast
Staffing for Growth in 2026: When Hiring Works (and When It Doesn’t) with Shayla McCormick
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- [00:00]
A
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B
If every solution is to hire I don't think the church has a staffing problem. I actually think they probably have a discipleship problem. Growth pressure, staffing questions, facility decisions and the emotional weight of leading teams. That's the world executive pastors are navigating right now. Today on the Unseminary podcast we're sitting down with an executive pastor from a prevailing church to unpack what leaders like you shared in the national executive pastor survey so you can lead forward with clarity.
- [01:43]
A
Hey friends, welcome to the Unseminary podcast. So glad that you have decided to tune in. We are in the middle of these special episodes. I've been loving these around really responding to your survey. We did a national executive pastor survey. It's the largest survey I can say that I'm aware of of this where we get out and talk to executive pastors across country and really ask them how's it going in their church, what are they feeling, what are they learning to really take a litmus test of where things are at. And then what we're doing is pulling in some incredible leaders to help you wrestle through with some of the findings. And I'm excited, privileged really to have Shayla McCormick with us today. She's with an incredible church called Coastal Community Church, a multi site church with if I'm counting correctly three locations in Florida. We started in Sept. In Sept. 2009, not that long ago and they've repeatedly been one of the fastest growing churches in the country. Serves with her husband at this church and this is an incredible church. You should be following along with Shayla and with the church. Welcome to the show. So glad you're here.
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B
Thank you so much, Rich. I'm glad to be back and excited just to, you know, share with everybody just some insights and things that, that I've learned along the way too.
- [02:53]
A
Nice. This is, yeah, super fun to have you on again and you should go back and listen to back episode that Shayla was on was one of our best of last year. Super helpful. So you're going to want to lean in on that now. When I saw some of the results from the surve friends, I'm letting you behind the curtain. We looked at a couple different, you know, things and I sent them out to these friends and I said, hey, you pick whichever one you want. And I was really hoping that you would pick this one because I really think that you've got just so much to offer to this. So let's. I'm going to unpack this a little bit. So one of the questions we asked was, you know, there's all these different roles that people are hiring. And for years, in fact, I actually thought about maybe not doing this question this year because basically the order is pretty similar that people come back every year or. But what we've seen from 2023 to 2024 is that particularly support roles, this idea of support roles that churches are out looking for Those has grown significantly 12 percentage points in those three years. Other roles, like NextGen remain consistently at the top. You know, outreach ranks the lowest at like 9 to 12%, which breaks my heart as a formal outreach pastor, I was like, people are not thinking about those things. So today what I want to do is unpack this around how. What are. Who are we hiring for? What difference does it make? We know as an executive pastor listening in, I know that many of you are kicking off this year thinking about who should we be hiring? What should that look like? And really this tension that we all face with, you know, being understaffed and overstaffed. How does all that work together? So I'm really looking forward to having your input on us. Why do you think churches continue to hire for essentially the same roles as we see year in, year out? Sheila, why. Why do we see that? Even as minist changes, it's like we find ourselves having the same conversation. Where are the kids ministry people? Where are the support roles people? Why do we find ourselves in these same conversations?
- [04:49]
B
Yeah, honestly, I think a lot of times as church leaders, like, we repeat roles because we haven't. We haven't really, honestly just kind of stopped Long enough to really go, what does this season actually require? I think a lot of times what we do is we hire to almost relieve pressure, but not really build capacity. And so I think we repeat roles because, like, kids ministry, right? That's always a place where you have growth, you have kids, you have to staff a lot of volunteers. It's a lot of administrative work. And, you know, sometimes I think we can tend to go, hey, I want to relieve pressure on this. And so we end up trying to. To put somebody in a seat, and then we end up over hiring. And a lot of. A lot of us hire when it hurts, right? When, okay, attendance is growing, volunteers are tired, systems are breaking, a leader is overwhelmed, and we end up, I think, making these desperation hires rather than hiring to actually build capacity.
- [05:54]
A
Oh, that's good.
- [05:55]
B
So that we can continue to grow. And so I think a lot of times our mind mindset kind of subtly shifts from, I mean, Ephesians 4, right? You equip the saints for the work of the ministry, and it. Sometimes our minds mindset shifts from equipping the saints to almost replacing the staff role or the saints role with a staff member. And it can tend to just. You can be overstaffed, and then that puts pressure financially and all, you know, like so much. But we just continue to repeat the process because again, we hire to relieve pressure instead of build capacity.
- [06:35]
A
We'd love to unpack that. Yeah, I think there's so much there. So how are you discerning or how, you know, if a church calls you up and is asking you to discern really between those two? Like, hey, I've got. Maybe I've got an operational problem. I'm trying to relieve pressure. Using the language you do, you were saying, versus, like, building capacity for the future, which inherently sounds like to me, if I'm choosing to build capacity, I'm going to live with some pain in the short term. Is what I hear in that. Help me discern what that. What that looks like. How do you work that out?
- [07:09]
B
You know, at Coastal, I think we. We are always looking for equippers for multipliers. We ask the question very consistently, is this a doer or is this a leader? And not that doers are bad. Doers can actually, they can help you add capacity because it relieves the stress or the pain on a leader. Right. Because you have somebody doing stuff. But equippers, actually, they multiply. And so when I'm a growing church, if I continue to hire doers, then I'm just like, I'm solving a temporary solution essentially, or a temporary problem because at some point those things are going to go away. But what, what the approach that we've taken is the Ephesians 4, you know, you equip the saints for the work of the ministries. And I think a lot of, a lot of the times we actually neglect almost our volunteer base and we lean heavily on our volunteers. We average probably 5,000 in weekend attendance and we have about 25 staff members. And that is not a lot of staff for.
- [08:31]
A
That's insane. That to me, that is friends, I hope you heard that. So that's like 1 to 200 or something like that. I don't even know. Yeah, it's very low. It's very low. Yes.
- [08:43]
B
But we have a very, very, very high value in equipping our volunteers because there are people in our church that want to, they want to do. They might be the doers that can help build capacity in a way that can help lift responsibility off people. We have people that come in that like, they're like on staff, but they don't get paid just because they want to come and they want to serve. And a lot of times I think we actually say no for people because, oh, I don't want to ask somebody to do another thing, but they're like begging, use my gifts, use my talents. But we're saying no for them. And then we're going and hiring for these positions when it's something that we could actually give away and equip the saints for the work of the ministry. And for instance, in our kids ministry, we average at one of our locations probably about between 5 and 600 kids on the weekend. And I have one full time staff member for that position right now.
- [09:49]
A
Wow.
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B
And now we are getting ready to hire an additional person. But she has done a phenomenal job at building high capacity leaders that are volunteers that want to give their time and their energy and their resources and their passion. But I think for so many churches we just, we say no for people and then we end up hiring something that we could give away in a volunteer capacity. Now that is harder on us because you have to, you know, you have to teach and equip and you know.
- [10:24]
A
Yeah, it's longer term. It's, it's not, it's not a quick and easy. So I want to come back to the big ask in a second, but I wanna, I want to play a bit of the devil's advocate. So I was having this conversation with a church leader recently and we were looking at their staff. Like, they're just total staffing. And we were actually having this conversation between. I was asking them, like, hey, what. How many of these people would you say are Ephesians 4 type people, Equippers, people who are. And then how many of these would be doers? Because every staff team has some doers on it. Like, you have some percentage of them 100%. When you shooting from the hip of those 25. What do you think your ratio is on your team of equippers to doers? Because this is what this leader said to me. They were like. Because I was kind of pushing them, I was like, I think you need to have less of these doers on your team. Like, we've got to. We got to get. Not. I said, we have to get rid of them, but we got to grow some of these leaders up to become more multipliers.
- [11:18]
B
Yep.
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A
And they were like, well, but those people, they release my multiplying type people to do the work that they need to do. And I was like, yes, but if we don't watch this ratio very quickly, we'll. We'll end up with a bunch of doers on our team. So what would the ratio look like for you on your team? How do you think about those issues? Unpack that for me.
- [11:36]
B
Yeah, I would. I would say it's maybe like a. I would say it's maybe 10% that are. That are.
- [11:45]
A
Yeah. A couple, two or three, maybe four at the most kind of thing.
- [11:48]
B
Yeah, exactly.
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A
Right.
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B
That are. That are not the ones that I'm expecting. And even, Even them I expect to go out and multiply as well. It's. It's. It's part of our. Part of our conversations. But it's a very low percentage because for me, again, it goes back to. Those are things that I can equip other people to do.
- [12:10]
A
Yes.
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B
That I can give ministry away. And.
- [12:14]
A
Okay, so, yeah, let's talk about the big ask. So I hear this all the time from church leaders across the country, and they'll say, this is. This is how the conversation goes. They're like, yeah, yeah, but you don't know, like, people in our part of the country, they're very busy. And like, the people at our church, they're kind of like a big deal. And, like, they got a lot going on in their life. And like, this is true. You guys are in, like, the greater Fort Lauderdale area. This is a very. You are not like some backwoods, you know, place, and you're doing the big ask. You're saying, hey, you used it, which is, you said like, hey. Basically we're saying, could you work part time for us in this area? Have a huge amount of responsibility. How do you keep the big ask in front of people? How, what's that look like? Unpack that for us.
- [12:55]
B
I mean, something that we talk about on our staff very frequently is because it's so natural to say, oh, they're too busy, especially high capacity people. What I've, what I've realized is just a side note, but like, single moms are the most high capacity people. They are the busiest people juggling the most things. But there are best people to come in and serve and do and all of that, but they're busy. And so just because someone seems busy or successful or you know, whatever barrier that you put in your brain, like, I think the reality is, is we say no for them before we even ask. And so the conversations on our team always look like, are you saying no for them? Make the ask anyways. And a lot of times they're like, oh my gosh, they said yes. I mean, I have people that run million, billion dollar companies serving in my parking team. You know, it's like, it's. Yeah, I mean, I. You have people that are retired, very successful business leaders that are coming in and volunteering to, you know, do finance things. Like, it's finding what are, what are they great at and giving them purpose in it.
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A
Yes, yes.
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B
And not just saying no for them because I think they're successful or they're too busy.
- [14:19]
A
How much of that is. Because I would totally agree. How much of that is like, like what I hear you saying it's like a mindset issue for us as leaders. Like, hey, we can't even when we ask someone, we can say no before them in that question. Right? We can be like, I don't know if you could. Well, you know, you're real busy and I'm not sure, blah, blah, blah. And that kind of lets them off the hook before we even. So part of it is a mindset, but then part of it has to be like a structural thing. The way you're structuring the roles. How do those two interact with each other?
- [14:47]
B
Ask the question one more time.
- [14:49]
A
So part of it is like our mindset are the, the when we approach people, we're asking them in a way that, you know, is casting vision for like, hey, this is a huge opportunity to push the kingdom forward. But then also a part of it, I would assume is like the way we're structuring the roles so that it feels like. No, like we're, we're kind of. It is a big ask. Like, it's like we're giving them enough responsibility and all that sort of thing. How do those interact with each other when you're asking someone, when you're making a big ask like that?
- [15:18]
B
I mean, mo. I think most of what I'm talking, what I'm referring to is a little bit more in the, the doer space or the operational space. So it's structuring things based on almost task or, you know, responsibility that can be repeated consistently and come in and just, you know, like, get it done so that I don't have to again, go back to hiring somebody to do these tasks to take this off of this staff member's plate to increase their capacity. I'm basically giving those tasks and responsibilities to a volunteer. And I think a lot of times what's scary to me is people, you know, churches, their first response to a problem in every situation is to hire and.
- [16:10]
A
Right.
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B
I think if that's your first response, you're going to get in tr. You're going to get in big trouble and you're going to end up overstaffed because you, you staffed in seasons where attendance was growing or something again, to relieve that pressure.
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A
Yes. Yeah, that's good.
- [16:27]
B
Not thinking multiplication. And if every solution is to hire, I don't think the church has a staffing problem. I actually think they probably have a discipleship problem.
- [16:38]
A
Oh, that's good. That's good.
- [16:39]
B
In an equipping problem because the goal is to multiply leaders faster so that your church grows.
- [16:46]
A
Yeah, yeah.
- [16:47]
B
If we're not thinking multiplication and equipping, then, you know, I think we're going to get to a place where again, we're overstaffing and we're hiring for the same things because we haven't learned to equip and empower and train up.
- [17:05]
A
That's good. Let's, let's double click on that. What risks? So overstaffing. Why is that a risk? What's the. There's obviously a financial risk there. There other risks that you see there that emerge when a church consistently staffs for doers or execution rather than, you know, invest in, you know, equipping and raising up, you know, their people in their church. What would be some other risks you see in that?
- [17:30]
B
Yeah, I think if you're, if you.
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A
I'm.
- [17:36]
B
I'm trying to figure out how to frame this.
- [17:38]
A
Yes.
- [17:41]
B
If, if you're not thinking multiplication, you're Gonna, You're. You're gonna hit a point in your church where, like, everything isn't always up into the right, right?
- [17:52]
A
Yes.
- [17:52]
B
And so it's not that I'm planning for failure or the difficulty, but I'm also trying to steward what has been entrusted to me. And some of that requires foresight and wisdom, even in my planning and my budgeting. And so if one season I'm staffing something in growth, the next season might not look the same. And I've. Because I haven't diligently given, again, Ephesians 4, given ministry away. My role, pastor's roles, you know, like, is to equip the saints for the work of the ministry. And if I haven't done those things properly, then I think I'm going to get hit a season where then I'm letting staff go. And, you know, or honestly, culture has become lazy because everybody doesn't have enough to. To do. And so there's tensions and frustrations and, you know, like, and it starts. You start to get a culture, I think, where you say, well, we'll just hire for that. We'll just hire for that. We'll just hire for that. Instead of, okay, who's next? Are you always developing, like, what volunteer have you asked to do that? Have you given ministry away? And start asking our staff questions, if they're coming to you and saying, hey, I need a. I need this role, and I need this role, and I need this role. The question back should be, well, who have you been developing?
- [19:20]
A
Right.
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B
You know, what ministry have you given away? Some of those things that just kind of push back on. The solution is not always to hire somebody.
- [19:29]
A
Right.
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B
But what responsibility have you taken in development of people?
- [19:33]
A
Yep. Yeah, that's good. In the, in the kids ministry area, you had referenced this earlier. You know, a campus with 500 kids and one staff, which, again, is. Is. I know there's lots of executive pastors that are listening in that are like, what? That's crazy. But you are. You have decided to add a staff member there. What was it that kind of clicked over to say, okay, yeah, we are going to add someone, and what are. What is that role that you're adding and how do you continue to ensure that we're, you know, that we keep this focus as we look to the future for us?
- [20:06]
B
My, my kids pastor is obviously very high capacity, you know, and she is a multiplier, and her greatest use of her time for me is connecting with those families, is creating opportunities for them to connect and hiring another person. Is going to free her up to connect more with families on the weekends and to spend more of her time being strategic. And so she needs to duplicate another her on the weekends that can make sure they're facilitating volunteers and they're making sure people are encouraged and that teams are built and that people are showing up and schedules are being done and it's. It's high people, but it's also task and responsibility that comes off of her plate that frees her up to do the thing that she's great at. And obviously she's given all that stuff away in this season. But now we're also using that as a developmental role to potentially be a kids director at another location when we launch a location.
- [21:15]
A
Yeah, there will be more, hopefully more coastal locations in the future. And you need to, you know, raise those people up. Now you have the ability to do this is one. One way to do that as well. So put yourself in a. A say a friend calls, executive pastor calls, and they're in this kind of. This topic. They feel like, man, my team is perpetually stretched. We. We added a bunch of staff last year and it just didn't help. You know, it's like we find, sure, we're starting out the new year here and our headcount is up, but people are as tired, they're as burnt out as they've ever been, and it feels disproportionate. It feels like, oh, man. Like, I don't. These things are not getting better. What are they missing? What. What are. What's the. How would you coach them? Maybe some first steps that you would kind of help them to think about what they should be doing on this front.
- [22:09]
B
So I think maybe first and foremost, I might ask, what. What work are you doing that really God never asked you to do? First of all, I think we. We add a lot of things that aren't probably the best use of people's times. And so where have we added things that we didn't need to add that aren't adding value that can, number one, lift something off of our team that maybe they don't just, you know, doesn't add value? And so that would probably be. One of the first places I would start was like, what are. What are you working on that God hasn't asked you to do?
- [22:54]
A
Yeah, what can we streamline? What do we need to pull back?
- [22:57]
B
Yeah, exactly. And then secondarily, I think I would. I think I would really focus on leaning into. And this is what we've done in, in many seasons is We've leaned into two things. Number one is starting to ask our team, like, hey, who's. Who's around you that you're developing? I need you to pick three people, you know, and just start pouring into them. I know this, this isn't. I know this doesn't lift the load necessarily in the moment, but I think it can help lift it for the future. So it's like, hey, how am I teaching my staff to look for other leaders and developing those leaders? And the other question just went away from my mind.
- [24:02]
A
Well, that's a great one, though. This even. It's the idea of who are the two or three people that you're developing? Man, that's a powerful idea. Because I think there's. I think particularly if you're a church that's caught in this treadmill, there probably are people in your orbit. There are, There are volunteers that would be looking for more to do. Would to look. But, but oftentimes our team, we just. They don't see those people. They don't, because we haven't challenged them to see those people.
- [24:27]
B
It's. It's honestly a question that's a regular part of all of our teams, one on ones. That one of the questions is, who's next? Like, you should always be replacing yourself.
- [24:38]
A
Yeah, yeah.
- [24:38]
B
And that is just a continual pipeline of people, and it's teaching them to see other people and develop people. And they know that when I come to this meeting with my leader, I need to be telling them what I did, who I'm investing in, you know, what that looks like. So that there's like a pipeline of leadership. And I even like, with, with my own assistant. I'll say this, she's like, sheila, how do I do that? It's like I'm. She's right a doer. You know, she's my assistant. But I said, honestly, the, the way that there's so much that you can give away, you can build volunteer teams to execute gift baskets, win a. You know, like there are things that we just have to teach people to start giving away in equipping other people to do.
- [25:23]
A
Yeah.
- [25:24]
B
And I think it's why I don't, I don't use like being a large church with a small staff as like a bragging thing. Because I, I don't think that that's necessarily healthy long term, but I think that it's very strategic in how we have built a volunteer culture that is very high capacity and shows up and gets it done, because we simply just haven't said no. And we've always looked for somebody else to come up underneath us.
- [25:55]
A
Yeah, that's good. I know. For. For me, in seasons when I led in fast growing churches, churches that redeemed as some of the fast growing churches in the country, I would say to my now, I sat in a different seat than you were because I was never like a founding team member. Well, that's not actually true. That's not actually true. I was in one church, but. But I always tried to hold my role with open hands. Even with my team. I would say, listen, the people that I don't want to get in the way of the mission, the mission is bigger than my job and my role. And there might come a season when the ministry will outpace me and I need to be willing to step aside. And that whenever I said that there was always, like, freaked people out a little bit. They were like, oh, my goodness. What are you saying? What are you saying? But I do think that those people that got us here may not necessarily be those people that will get us there. I'd love to hear your thoughts on that. And, and this does not apply to any of the 25 people currently employed at Coastal Church, but help us understand.
- [26:58]
B
We've had this conversation with all of them.
- [27:00]
A
Oh, good. Okay. Okay. Okay, good. I didn't want to, you know, have people listen to it at your church and be like, oh, my goodness. But help me understand how you think about that as a leader, because I think that's a real dynamic in this area.
- [27:11]
B
Yeah, there's. There's two. Two things. Two almost analogies that, that I'll give you. One was when we were a smaller church, we were a growing church. We were a church plant. And somebody gave us some. Some great advice and they said, listen, the people you start with are not going to be the people you finish with. And that's not a bad thing that that happens. And they said, when you are building something, there's a phase of that building that requires scaffolding. And scaffolding serves a purpose in that season to build the structure and the walls and. And all of the things. But there is a point where that scaffolding has to come down in order for you to utilize that building or that space effectively. And I think sometimes that's people, in a way, like, they serve a purpose for a season, but it's not like. It's not like, oh, now they can't serve in any capacity or any way. It's just that the role that they played for that season was very Important, but it looks different in the next season, and we have to be okay with that if we want to continue to grow as we've grown. There was actually. People probably know the name Charlotte Gamble. Charlotte Gamble has invested a lot in our team and in our church, and she came in and did a session with us, and one of the things that she talked with us about is, like, if you think about a vehicle, right, and that vehicle is there to get you to the destination of where you're going. And that vehicle has tires, and those tires have to be rotated, right? And as a team member, you are like a tire, and what you are doing is getting that vehicle to the proper destination. But if you don't allow yourself to be rotated, then there's going to be a problem in getting that vehicle to the location. And so language that we use is, this is mission over position. And your position may change, your position may rotate, but this is not about your position. This is about your mission. And if you're not here because of the mission, then you're going to be fixated on your position. And so our team knows that We. We talk about that very frequently. Like, hey, remember, this is mission over position, and we're gonna. We're gonna rotate the tire today. Yeah, but this is because this is for the mission, not because of your position. And so we just consistently have those conversations. And if we. If we don't rotate those things and if there's something that's worn out and we don't change it, it's going to affect the mission of where that organization is going.
- [29:56]
A
Yeah, it's so true. That's good. That's. That's worth the price of admission right there. I think, you know, I think so many of us, you know, people who are listening in, they church leaders, they love people. They want to see them take steps towards Jesus. And, you know, we hold on to people too long, or we. Or we, you know, we always believe the best. We're like, no, they're gonna get there. They're gonna get there. But what would you say to a leader, you know, give us some courage to say, hey, maybe there's a team member we need to rotate. Either find a different seat on the bus. Or it might be, we. We need to move them off this year. Like, we need to get them on a performance improvement plan and do the, like, hey, you're not leaving today. But it's like, this has got to change. You've got to shift from being a doer to being a quipper. And we're going to work on this for the next three months, but we need to see, we actually need to see progress on this. Give us some courage to do that. Talk us through that. If that's the, if that's the leader that's listening in today.
- [30:54]
B
I mean, I think, first of all, if you're sensing that and you're feeling that, you need to start having some very honest conversations. I think Proverbs is very clear when it says bind, mercy and truth around your neck. Like, we can have those truthful conversations while still being merciful. And, you know, if, if you're not clear with people, then there's just. Then there's going to be hurt, there's going to be bitterness, there's going to be all of those things. And so if you can just even start the conversation, if you've been frustrated for a long time, but you haven't said anything, honestly, it's your fault, right?
- [31:35]
A
Yes.
- [31:36]
B
You've allowed it for so long, and now that's, that's. You've allowed behavior to continue. So the first step, I think, is just giving yourself freedom to have a mercy and truth conversation. Right. Of just going, hey, like, I know your, your heart is here. I know you have vision for this organization, but there's just some things that need to adjust. And so we're going to bring some clarity to those things that need to adjust and you have those conversations and then, hey, let's check in a month from now and just here's some action steps for you to do. And it just gives framework for like, okay, now if they're not doing those things, you're just like, you know, hey, do you, we ask the question, do you get it? Do you want it and do you have the capacity to do it? They have. If they get it and they want it, but they don't have the capacity after change their seat, you know.
- [32:27]
A
Yeah, that's good.
- [32:27]
B
And so for me, I think it's really starting off with the clarifying conversation. If you haven't had that and that's good, then that clarifying conversation leads to either an off ramp or an adjustment of seat.
- [32:42]
A
Yep. Yeah, that's so good. I, I know that there are people who are listening in who that, you know, like, hey, I've got to make a change. I have this staff member, team member, that's got to make a change. We can't do this for another year. And even that idea of sitting down, having a, you know, a truthful but merciful conversation and doing exactly what Shayla Said there. Let's have the conversation and then document it. Here's exactly what we talked about. Here are the three or four things that we need to see progress in the next month on. And we love you dearly, but in a month, we're going to come back and actually ask you on that. My experience has been when you have that. Yeah, go ahead.
- [33:19]
B
Even asking at the end of that, like, hey, do you have any questions or even repeat back to me what you heard, what you, what you heard? Because I want, I want to understand how you're receiving the information that I just gave you, because it can help you even go a little bit deeper in shaping that.
- [33:36]
A
Clarify it. Yeah, that's so good. Well, this has been a great conversation question. That's not really. It's just kind of a broader question.
- [33:45]
B
Okay.
- [33:45]
A
About this coming year. What are the, what are the questions that are kicking around in your head for this year as you look to 2026, as we come to kind of close today's episode, what are you thinking about? Might be around this. It might be around other stuff. What are you thinking about this year?
- [34:00]
B
Oh, I was actually talking to my husband about this. We're getting ready to go into a leadership team meeting. And the thing that's just been sitting in my head and this is so probably counterintuitive to large church, but it's, how can I grow smaller?
- [34:17]
A
That's good.
- [34:19]
B
And so I'm just trying to think, how can we be more intentional as we grow to make a large church feel small? And then I'm also thinking, are we building a church that can grow without us? So how, you know, is it only because of us that things are happening? Or how are we again, equipping people that if we weren't here, it would continue on? So I love. How do I grow smaller? And would this survive without us?
- [34:51]
A
Wow. Those are two super profound questions, and they are so totally related to what we're talking about today. Both of those. You're only going to get to it feeling smaller. You know, that is I. That is the great irony of a growing church. I've said that to many. I didn't. I wasn't as eloquent as you were there. But one of the, the interesting kind of tensions is when you become a church of 5,000, 10,000, 15,000, you get around those circles. Those churches are asking the, how do we be more intimate? How do we, you know, we, okay, so we figured out how to gather crowds and. But how do we go beyond that? Right. How do we, how do we now, you know, really drive into deeper, more intimate conversations?
- [35:31]
B
I love that systems, systems just, just complicate things. So it's like how do you, how do you simplify, you know?
- [35:38]
A
Yeah, it's so good. Well, this has been super helpful today. I really appreciate you, appreciate your leadership and all that you're doing and how you helped us today. And if people want to track with you or with the church, where do we want to send them? Online?
- [35:54]
B
Yeah, they can follow our church on Instagram. It's at Coastal Church. Or visit our website, Coastal Community tv. Me, I'm not super active on Instagram, but you can follow me if you want to at Shayla McCormick.
- [36:08]
A
That's great, Shayla. I really appreciate you being here today and thanks so much for helping us out as we kick off 2026.
- [36:14]
B
Of course. Thanks so much. Rich.
- [36:27]
A
Sa.