equip the Church

There’s something deeply uncomfortable about walking into a Christian publishing house and discovering half the staff hasn’t been to church in months, or even years.

These people are often hired because their labour pool is limited and they have some of the skills needed for the role they fill. On the team, no one has any idea, as most Christian ministry teams assume that all employees go to Church. Then it moves to an awkward tension once someone finds out that some employees do not attend Church. People are too uncomfortable to address the elephant in the room. They’re friendly, competent, and well liked. Does their personal church involvement really matter that much?

Yes. And the cost of ignoring this disconnect runs deeper than most publishers realize.

The Heart of the Problem

Think about what we’re actually doing in Christian publishing. We’re not just selling products; we’re advancing a theological vision. We’re calling readers to biblical faithfulness. We’re equipping churches with resources for discipleship. This is ministry, not merely business.

When staff members don’t personally practice, and even further, do not want to obey what our books teach, we create a fundamental integrity problem. How can someone authentically recommend a book on church membership when they avoid it themselves? How can our marketing person passionately discuss the marks of a healthy church with a pastor when they haven’t committed to one?

They can learn the talking points. They can master product descriptions. But there’s a hollowness that develops, a lack of conviction that only comes from lived experience. And over time, people began to notice, even if they can’t put their finger on it.

We’ve all encountered salespeople pushing products they don’t believe in. The enthusiasm feels manufactured. They can’t answer deeper questions beyond the script. When a customer asks our staff “How has your church used this resource?” or “Tell me about your Church,” what happens? The conversation stalls and gets awkward. Then trust  begins to erode, not just in that individual, but in the publishing ministry they represent.

When Mission Gets Muted

Here’s where the poison really begins to affect your minsitry: when your core values become too offensive for your own team.

Picture this scenario. Your publisher releases a strong book on the necessity of church membership. Leadership wants to train the team on why this message matters. But several staff members aren’t church members themselves. Suddenly, what should be a straightforward training becomes a minefield.

Or, how do we deal with the line in Mark Dever’s small booklet on “Why Should I Join a Church?” where he says, “If you are not a member of the Church you are currently attending, I am not sure you are a Christian.” 

So what happens? I’ve watched teams slowly stop talking about their most important convictions because articulating them clearly would make colleagues uncomfortable. The director who wants to emphasize biblical ecclesiology gets labeled as divisive. The employee excited about a new book on church discipline learns to keep quiet.

This is organizational death through compromise. Each accommodation seems reasonable in the moment; we’re just keeping peace, being sensitive, maintaining morale. But over time, these small silences accumulate into mission drift.

Building on Theological Foundation

Every Christian publisher operates from theological convictions, whether stated or not. If you’re publishing books on Reformed theology, own it. Whatever your theological commitments, make them explicit and clear through your confession of Faith.

But here’s the crucial point: intellectual agreement isn’t enough. It is not good enough that your team is willing to sign the paper that they agree with the confession. You need people who live out these convictions. For Christian publishers this means requiring meaningful church membership. 

Not just having your name on a list somewhere. Not just occasional attendance. We’re talking about genuine commitment to a local church where you’re known, where you serve, where you sit under biblical preaching and pastoral care. A church that aligns with the publisher’s theological convictions.

This should be discussed in interviews, written into employment policies, and reviewed in performance evaluations. It’s not a preference; it’s a core qualification.

“But They’re Good at Their Job”

The pushback is predictable: “Does it really matter if our receptionist or marketing guy goes to church? Does our office admin need to be theologically aligned? They’re excellent at what they do.”

Here’s what I’ve learned: competence without conviction produces technically excellent work with no soul. The question isn’t “Can they do the job?” but “Do they believe in what we are trying to accomplish”

When your marketing guy is an active church member, they see promoting books and sharing tools to help people grow as disciples, not just growing sales numbers. When your editorial staff understand the mission, they grasp why editorial excellence is not just their job, but a means for these ideas to spread. When your warehouse team knows they’re handling books that will equip believers and spread truth, even shipping becomes ministry.

This theological involvement means your staff actually want to engage with your content outside of work. They read your books because they’re genuinely interested. They recommend titles to their small groups. They understand the conversations happening in churches because they’re part of those conversations.

Addressing Current Staff with Grace and Truth

This is where things get genuinely difficult. How do you address existing staff who don’t meet this standard?

Let me be direct but pastoral: keeping staff who fundamentally can’t support your mission is more damaging than the difficult process of transition. But this must be handled with wisdom and love.

Start with honest conversations. Explain that the organization is clarifying its mission and what that requires. Don’t apologize for having standards, but communicate them with genuine care. Listen to their stories. Some may have been wounded by churches. Others may be confused about what membership means. Some simply may have drifted.

For those willing to pursue membership, give them time, perhaps six to twelve months. Help them find churches. Provide resources. Have someone walk alongside them. Set clear milestones and follow up. You might discover that some staff members simply needed encouragement and accountability. When someone comes to genuine conviction and commits to a church, celebrate it.

Sadly, some people will refuse outright to consider joining a Church. For these people we need to help them transition well. Give them time to find new employment. Provide strong references for their skills. Offer severance if possible. Connect them with opportunities that better fit their convictions. The goal isn’t punishment; it’s acknowledging that this isn’t the right match.

We must avoid the temptation to create permanent exemptions for existing staff. “Grandfather clauses” create two tier cultures that breed resentment and ensure the problem persists. Better to address it directly, difficult as that may be.

The Positive Vision

Imagine a publishing house where everyone shares the same mission, not just the same employer. Where the team is united around shared doctrine and convictions and these ideas can be openly discussed without offending members of the team. This shared confession creates a compelling community that unites the team around something bigger than age, hobbies, or obligation.  

Your team members become the best advocates. They’re personally benefiting the books you publish. They’re sharing them in their churches. They’re having the same conversations your readers are having. The enthusiasm is genuine because the conviction is real.

This alignment creates a culture that attracts like minded talent. People want to work where their faith and work integrate seamlessly. You build credibility with authors who trust you understand their context. Pastors recommend your resources because they know you’re not just pursuing profit.

I think of a small publisher I know where every staff member is an active church member. Their meetings often begin with someone sharing how a book they published helped their small group. They pray for the churches that will use their resources. When challenges arise, they have a shared biblical framework for working through them. The unity is palpable, and it shows in everything they produce.

The Path Forward

Christian publishing must be seen as ministry. Every book you produce, every author you serve, every reader you reach; it’s all part of God’s work in building His church. The people on your team shape whether that work is done with integrity and effectiveness.

So take an honest look at your hiring practices. Evaluate your current team. Have the hard conversations that need to happen. It won’t be easy. You’ll face criticism. The hiring pool will be smaller. Some transitions will be painful.

But integrity matters. Mission clarity matters. The health of your organization and ultimately your impact depends on alignment between what you publish and who you are.

Start where you can. Update job descriptions. Include questions about church membership in interviews. Begin conversations with current staff. Provide resources and support. Move forward with both conviction and compassion.

The question isn’t whether you can afford to require church membership of your staff. The question is whether you can afford not to. Because eventually, the disconnect between message and messenger will undermine everything you’re trying to accomplish.

Your books are calling readers to commitment, community, and biblical faithfulness. Shouldn’t the people producing and promoting those books embody the same?