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The prior pastor had led the church through a capital campaign that had raised enough money for an impressive down payment on its new worship facility. The rest of the project had been funded through a low-interest loan it intended to renegotiate later. “Later” landed on Alex’s watch. Unfortunately, thanks to the post-census meltdown of ’42, banks were now charging exorbitant interest rates. The higher mortgage payment coupled with lower giving translated into increasingly tense meetings with the church finance committee that, it just so happened, was also chaired by Phil Crawford.
    Outreach : Six months after Alex arrived the board realized a younger face with an engaging teaching style was not enough to restore the church’s glory days. So they formed something they called the Dream Team: a committee that would solicit suggestions about how the church might more effectively reach the surrounding community. Every board meeting featured a new list of ideas gleaned from a variety of sources, including what Phil called “benchmarking” trips to larger, more successful area churches. Only a few of the suggestions ever got implemented, and none of those received the promised budget or volunteer support. But that didn’t stop the flood of dreams from consuming an inordinate share of the pastor’s schedule.
    The fifth item carried the label Bentley Donation . It had triggered thirty minutes of disagreement just before Alex left the room.
    â€œThe circle on the right,” Phil began while pointing to his diagram, “is the younger demographic of the church. They represent relevance and impact. To the degree this circle expands”—a wave of his hand caused the circle to grow—“we know we are accomplishing our core mission.”
    To his own surprise, Alex followed the point. He even felt himself nodding in agreement.
    â€œThe circle on the left represents our older members.” Phil waved his hand across the shape, prompting it to shrink. A second wave shrank it further. “They represent our economic engine.”
    â€œOur what?” asked Brandon, the youngest member of the board.
    â€œOur economic engine,” Phil repeated, as if saying it louder would provide sufficient explanation.
    Brandon’s question gave Mary Sanchez confidence to speak. “I don’t know what that means.”
    â€œThat makes three of us,” confessed Roberto Wilson.
    â€œFour,” Alex added, raising his hand.
    Phil rolled his eyes toward Kenny James, who gladly accepted the hand-off.
    â€œEvery business and nonprofit entity must ask itself several strategic questions, including ‘What drives our economic engine?’ Or, in layman’s terms,” he said with a wink toward the pastor, “‘How do we make money?’”
    â€œBut we don’t make money. We receive donations,” Alex reminded him.
    â€œSemantics,” Phil interjected. “We aren’t that different from any other business. We provide a service, and people reward us by funding our product.”
    â€œOur product?” asked Brandon.
    Phil edited himself. “Our ministry, then. The point is people pay the bills by transferring money from their pockets to ours. Whatever motivates or facilitates that transfer is, in short, our economic engine.”
    â€œI see,” Alex said guardedly.
    â€œAn engine we need to do a better job of fueling.”
    â€œBecause?” asked Alex.
    â€œBecause, Pastor , we can’t turn on the lights or extend impact without cold, hard cash.”
    Alex folded his hands in front of himself on the table as he leaned forward, then back. “Of course,” he said. “And the older donors give a higher portion of their income than younger donors.”
    â€œExactly!” Kenny interjected as if to rescue the moment. “But they do so because they care about reaching the younger