Review of Cracking Your Church’s Culture Code

Primary Audience – Pastors and Church Leaders

Review of Cracking Your Church’s Culture Code by Samuel R. Chand

All in all, I appreciated Dr. Chand’s book. As you can tell from the title, every church/organization has its own culture that must be understood before strategic planning then implementation can take place. In some way, it’s “captain obvious” but as obvious as it, I know of very few leadership books that spend an adequate amount of time offering perspectives on understanding your church’s culture.

My favorite chapters were 1 (Culture Trumps Strategy), 4 (Vocabulary Defines Culture) and 7 (Changing Vehicles) and they probably best contain the outworkings of his thesis. Chand offers some solid thoughts in those chapters (and throughout the book, of course). It’s easy for me to see why this is a part of the Leadership Network Series, a “brand” I take seriously.

Those who will profit the most from it are “big church guys” in traditional churches that have a big boat to turn around. They are the illustrations most often used and most of the chapters assume you are leading or a part of a larger pastoral staff. Consequently, pastors of smaller churches may like it but may have trouble implementing a lot of the principles. And lastly, those a part of missional-type churches will probably appreciate this the least (though there’s plenty wisdom for you too).

As I was reading, I kept having two thoughts: One, I need to read more leadership books and I’m glad I’m reading this one. And Two, When is he going to get to the part of connecting with the actual congregation. There’s so much attention in dealing with the large church staff, when is the pastor going to communicate his vision that has been tailored to the culture that he and his staff have finally cracked?? The answer is Chapter 7 and that’s my only criticism, it happens a bit too late and is not enough (though Ch. 7 is lengthy). I personally would have liked to hear more of Dr. Chand’s advice relating to the congregation because he seems very qualified. But the problem for me is it’s easier to change your staff culture because at some point, they know they will be dismissed if they don’t get on board. What do you with a church that doesn’t get on board? And what do you with your church when their culture is not to get on board? Again, Chapter 7 (and 8) helps but I would have liked to see more of the book focused on that (as the title implies).

Once you understand the trajectory of the book, I think most will appreciate it and find it insightful. It’s clear, every church has a culture and leaders need to understand it in order to lead it.