“That place could burn down, and it wouldn’t matter.”

I remember the moment I heard someone say those words about a church we were consulting for. They weren’t suggesting arson, of course, but their statement was just as striking. From their perspective, that church was irrelevant. If it disappeared, it wouldn’t make a difference to the community. That kind of perception is deeply concerning.

The irony? The church itself believed it had a great reputation. Church leaders thought they had strong relationships with the people in the surrounding community. But reality told a different story.

This church had come to us seeking help with a marketing initiative. They had internally developed a plan and were ready to implement it. However, they had built their plan on one critical assumption—that they understood how they were perceived. Before diving into a new marketing strategy, we recommended conducting an assessment to determine whether their assumptions aligned with reality. They agreed.

What followed was an eye-opening process that reshaped the church’s understanding of itself, its role in the community, and how it could more effectively fulfill its mission.

Step 1: Start with the Core

The first step in our process was to gather insights from the church’s core members—pastors, board members, and long-time volunteer leaders. These individuals are deeply invested in the church’s mission and operations, so their perspectives provided an important starting point.

We asked them key questions such as:

• What is the history of this church?
• What are the defining aspects of its culture?
• How do you understand the mission of the church?
• What milestones has the church achieved?
• What are your hopes for the future of this church?
• What are the biggest obstacles standing in the way of those hopes?

These discussions helped us uncover both tangible and intangible barriers to growth. However, as valuable as this core group’s insights were, they were also shaped by an internal perspective. Their understanding of the church was different from how outsiders saw it.

Step 2: Engage the Regular Attenders

Next, we expanded our conversations to include church members who were active but not in leadership—people who regularly attended, volunteered, and engaged with the church’s ministries.

We asked them:

• How do you perceive the church’s vision and mission?
• What barriers, if any, do you see within the church?
• What drew you to this church in the first place?
• What almost kept you from attending?

This group provided a more balanced internal perspective, often highlighting blind spots that leadership had missed. For example, they might notice issues with church communication, a lack of clarity in the mission, or gaps in outreach efforts.

Step 3: Listen to the Disconnected and Unconnected

To truly understand a church’s perception, you have to move beyond its walls. This means seeking out people who are either disconnected (used to attend but no longer do) or completely unconnected (residents of the community who have never attended).

For these individuals, we asked:

• What do you know about this church?
• If you’ve attended in the past, what led you to leave?
• What three words would you use to describe this church?
• If the church could do one thing differently, what should it be?
• What are three reasons that might make you consider attending a church?
• What are three things this church could do right now to serve you and your family?

These conversations were often the most revealing. Many people in the community didn’t see the church as a welcoming presence. Some viewed it as exclusive, outdated, or disconnected from real community needs. Others simply had no idea what the church was about.

What We Discovered

After gathering insights from these different groups, a clear picture began to emerge. The church’s self-perception did not align with the way it was perceived by the outside world. Leaders believed they were welcoming and engaged, but people in the community didn’t feel invited or cared for. The church saw itself as mission-focused, but many members weren’t clear on what that mission actually was.

When we presented our findings to the leadership, it was a sobering moment. But it was also an opportunity. Rather than react defensively, the church chose to lean into the process of growth. They reworked their strategies, strengthened their communication, and became more intentional about outreach. Over time, the shift became evident—not only in how the church was perceived but in how it actually engaged with the people around it.

How to Assess Your Own Church’s Perception

If you’re wondering how your church is perceived, you don’t have to guess. You can go through this assessment process yourself. Here are 12 key questions to ask:

1. What is the mission of our church?

• Listen for unique perspectives beyond “The Great Commission.” Different answers will reveal how well the mission is understood and embodied.

2. How would you describe the people who attend this church?

• This can be a tough question. Are they friendly? Exclusive? Warm? Judgmental? You may hear some hard truths, but they will help you grow.

3. What impact has the church had in the last 1–2 years?

• This question helps identify real outcomes and whether they align with the church’s mission.

4. If the church could do one or two things differently to improve, what would they be?

• Practical suggestions often come from this question.

5. What almost kept you from attending this church?

• Identifying barriers can help remove them for others.

6. What are three reasons you would consider attending a church?

• Asking non-attenders provides valuable insights into what they seek.

7. What are three things our church could do to help your family?

• This question reveals community needs that the church might not be addressing.

8. If you could describe our church in three words, what would they be?

• This forces respondents to distill their perceptions into a powerful snapshot.

9. What do you think is the most important focus of the church?

• Compare answers to see if alignment exists across leadership, members, and outsiders.

10. Who is the ideal person to attend this church?

• This can reveal implicit biases or assumptions about who the church is really for.

11. If the church could fix one thing, what should it be?

• This question requires humility, but it can point to the most urgent needs.

12. If the church became more effective, how would things be different in five years?

• This invites vision and long-term thinking.

Would your church be willing to go through this process? The results might surprise you—but they will absolutely be worth it.