Going to church linked with common good

The Global Flourishing Study (GFS) is a five‑year project tracking over 200,000 adults in 22 countries to understand what helps people live truly “good” lives in diverse cultures. It is led by Harvard’s Human Flourishing Program and Baylor’s Institute for Studies of Religion, with Gallup handling the surveys.

At the heart of the GFS is a broad, practical understanding of flourishing as a state where “all aspects of a person’s life are good,” not just happiness or health in isolation. To capture this, the study measures six key areas: happiness and life satisfaction, mental and physical health, meaning and purpose, character and virtue, close relationships, and financial and material stability. Because the same questions are asked year after year, the study can watch how people’s lives change over time, rather than relying on one‑off snapshots.

Religion and spirituality are built into the survey as important parts of many people’s lives, not as an afterthought. Participants are asked about their religious affiliation, how often they attend services, and how important religion is in their daily lives. Early reports using this flourishing framework show that people who take their faith seriously—especially those who attend services more regularly and say religion is important—tend, on average, to report somewhat higher overall flourishing, even when researchers take into account age, income, and other factors; these patterns are associations, not proof of cause and effect.

Other large surveys that use the same Human Flourishing Index (for example, in U.S. Christian contexts) find that “practicing Christians” who both identify as Christian and attend church at least monthly often report higher scores for happiness, life satisfaction, and a sense of meaning than nominal Christians and religious “nones.” These particular findings are primarily from U.S. data, so they cannot simply be assumed to hold in every culture represented in the GFS.

For pastors and church communities, a few main take‑aways stand out:

– Regular, engaged participation in Christian community is linked with higher reported wellbeing across several domains, especially meaning, life satisfaction, and relationships (again, as correlations, not guarantees)

– The same faith practices and communities that pastors cultivate—worship, teaching, pastoral care, small groups, opportunities to serve—are being shown, at population level, to be connected with broader human thriving.  So inviting our friends, family and neighbours to church is a great thing for general flourishing.

– Context matters: the strength and even direction of religion–flourishing links vary across countries and social conditions, which means pastoral ministry needs to take local stresses, minority/majority status, and economic realities seriously.

Overall, the Global Flourishing Study offers pastors a rigorous, global confirmation that Christian faith and community life sit right at the intersection of spiritual care and whole‑of‑life wellbeing, while also reminding us that how this plays out depends greatly on local context.

A Christmas Reflection on Flourishing Faith

As Christmas services approach, many of us feel the weight of planning: sermons, music, rosters, visitors, and expectations. Underneath all of that sits a deeper question: what really helps people in our churches flourish in their faith and everyday lives, such that they have a credible and convicted invitation to bring friends and family into church, and ultimately, into faith?

Recent Christian wellbeing research looked at how different aspects of life “move together.” People answered questions about their closeness to God, their sense of meaning and peace, their everyday emotions, their mental health, and their level of church involvement. Then the researchers checked which things rose and fell together with “Christian flourishing.” Three patterns stand out.

 

  1. What stood out most clearly: The strongest connections to Christian flourishing were not about how active people were at church, but about:

  • Closeness to God. People who said things like “nothing is off limits when I talk to God” and “I feel close to God in daily life” were far more likely to be flourishing.

  • Inner meaning and peace. Those who could say “I have a reason for living” and “I feel a sense of inner peace” also tended to score high on flourishing. A settled sense that life has purpose and safety in God really mattered.

  • Everyday gladness and contentment. People who often felt joy, warmth, and gratitude, and who felt their life was “close to my ideal,” tended to flourish more. A general sense that in God, a good life is found and is worth living.

 

  1. What was surprisingly weak: Some results were more surprising:

  • General “religiousness” was only moderately linked to flourishing. People who said religion was very important to them or who used religious practices mainly for comfort and protection were only somewhat more likely to flourish. It helped, but not as strongly as closeness to God, peace, or meaning.

  • Being busy with religious activities also wasn’t the whole story. The study asked how often people prayed, read Scripture or Christian books, watched Christian content, went to services, thought about spiritual things, and talked about faith. Those who did these things more often were indeed more likely to flourish—but again, the link was not as strong as the link with intimacy with God or inner rest. It seems you can be busy for God and still not be deeply well in God.

  • Doing well “by ordinary standards” only partially overlapped with Christian flourishing. People who said their relationships, work, and goals were going well were somewhat more likely to flourish spiritually, but it was far from a perfect match. Some who looked fine on the outside were not flourishing deeply in Christ; others in hard circumstances still showed rich spiritual life.

That means some of the things we track most easily—activity levels, busyness, outward success—may not tell us as much about spiritual health as we imagine.

  1. Suffering and Flourishing co-exist in the church:

  •  People who reported depressive feelings, worry and tension, or traumatic memories and reactions were much less likely to report flourishing, even if they were religiously involved or said faith was important.

When people are weighed down by sadness, fear, or trauma, it becomes much harder to experience joy, peace, or closeness to God—even if they are trying to pray, read, and attend as best they can.

 

Bringing it together as you plan for Christmas

  • Intimacy and connection to God matters. How can our Christmas services reflect that people are gently invited into real relationship with God: honest prayers, language that says “God is safe to come to as you are”.

  • Knowing he came to us, and walked as us matters. Many in the room will be asking, “Does my life really matter?” and “Can I ever feel okay inside?” The Christmas story speaks directly to a God who comes near, who gives purpose, and who offers eternal and existential peace that doesn’t depend on circumstances, and that fills our deepest spiritual longings.

  • Name emotional reality. Recognise from the front that some arrive joyful and others arrive exhausted, grieving, anxious, or carrying old wounds. Simply saying “If that’s you, you are one of us, and God welcomes you” already lightens the load.  This might be the only place someone experiences this – when supermarkets, train stations, and work places are filled with Christmas bling.

  • Paint this picture as an invitation:  Come all who are weary, come all who are lost, come all who seek a story of salvation through servant-hearted sacrifice.  Come all who look for love, peace, forgiveness.

The research quietly confirms what the nativity already proclaims: people flourish not because they are religiously busy or outwardly successful, but because they are living in a real relationship with God, discovering meaning and peace in Christ, and being gently cared for in their places of hurt.

As you prepare for Christmas, you are not just planning services; you are helping create the kind of space where that kind of flourishing can begin or be renewed—for those who already belong, and for those who might walk into church for the very first time this year.

Valerie Ling

 

Source: Park, C. L., Kapic, K., Sacco, S. J., Hall, M. E. L., Kim, D., Silverman, E., McMartin, J., Shannonhouse, L., & Aten, J. (2025). A religious tradition-specific perspective on wellbeing: The construct and measurement of Christian flourishing. Journal of Psychology and Christianity, 44(1), 39–54.

Our latest podcast episode provides a deep dive into clergy well-being, focusing on the impact of conflict within churches, the loneliness experienced in ministry, and the challenges in ministry formation. These issues are explored with our esteemed guest, Professor Donald, whose extensive research and insightful observations provide a new perspective on these crucial topics.

A key focus of the episode is the delicate balance between work engagement and the risk of interpersonal conflict in religious settings. Unresolved disputes within the church can lead to toxic levels of discord, which have significant repercussions on clergy well-being. Professor Donald provides valuable advice on how to foster an environment of peace, respect, and productivity.

The episode also turns the spotlight onto an often-overlooked issue – the loneliness of ministry. Clergy couples face unique challenges when it comes to finding friends, leading to emotional exhaustion. The importance of relationships and activities outside the church is emphasized, along with the amplified loneliness caused by the pandemic.

Lastly, the episode explores the complex world of ministry formation. Balancing caring for others and self-care is a tricky endeavor. We discuss the mental health burden that comes with the pastoral role and the crucial role of professionals such as social workers, psychologists, and healthcare providers in providing support.

We also touch upon the necessity of integrating formal education with local church formation. Churches can play a significant role in supporting pastors and their families by providing resources and ensuring the curriculum is made more coherent to better equip clergy for their work.

The podcast also explores the increased awareness and interest in attending to the needs of others as well as the lack of knowledge and skill when it comes to self-care. It highlights the complexity of being a pastor and the mental health burden that comes with the role. The episode concludes with a discussion on addressing mental health in ministry. Helpful professionals, such as social workers, psychologists, educators, doctors, nurses, and hospice caregivers, can understand and relate to the struggles of ministry work and help the helpers.

In conclusion, the episode provides valuable insights into the realities of clergy well-being, the impact of church conflict, the loneliness experienced in ministry, and the challenges in ministry formation. It emphasizes the importance of fostering a peaceful and productive environment, nurturing relationships outside the church, and integrating formal education with local church formation.

Catch the full episode here.

Navigating Challenges, Burnout, and Loneliness in Christian Ministry with Dr. Grant Bickerton

Navigating the intricacies of Christian ministry, especially during these pandemic-ridden times, can be an immense challenge. Feelings of burnout and isolation are all too common amongst those serving on the front lines. In a captivating episode featuring Dr. Grant Bickerton, we delve into these issues and more, offering insights and guidance to those struggling.

Christian ministry has seen significant changes in the landscape due to the pandemic. This shift has resulted in unique challenges and taken a psychological toll on Christian workers. The loss and grief associated with these changes can lead to burnout, especially when compounded by the loss of relationships, safety and security, and competence.

It is important to recognize that while burnout is a systemic issue, it is deeply personal for those experiencing it. Dr. Bickerton’s research emphasizes the importance of identifying the systemic issues contributing to burnout while also understanding the role individual factors play in keeping these dynamics in place.

Job satisfaction and wellbeing in ministry were also major points of discussion. It was revealed that a staggering 76% of Christian workers feel isolated and alone, with many reluctant to admit they’re considering leaving ministry. One of the driving forces behind taking on self-sacrificial roles in ministry is the family suffering that occurs. This highlights the importance of measuring and addressing the causes of burnout in Christian workers.

Conflict, bullying, and leadership dynamics within ministry are also serious issues that require attention. The implications of workplace conflicts and potential bullying can lead to a heightened level of vulnerability for Christian workers. It is crucial to understand how to disagree well and remain unified, even in the face of conflict.

Effective leadership is about nurturing and empowering team members, providing room for growth and risk-taking. The importance of regular check-ins with external parties to measure the team environment and the role of personal development and self-care plans are discussed in the context of managing stress and anxiety in ministry leaders.

In conclusion, the complexities of Christian ministry are many and varied. However, with the right understanding and support, it is possible to navigate these challenges and continue to serve effectively. It’s crucial to remain grounded in our identity as image bearers of the divine, taking regular time to rest and rejuvenate. As we face these challenges, let us remember to seek to understand our ministry workers before making changes, and to provide tailored support through genuine interest, empathy, and open feedback.<br><br>The conversation with Dr. Grant Bickerton provides an invaluable deep dive into these complexities, providing much-needed guidance and support for those navigating the challenges of Christian ministry.

Catch the Clergy Well Being Down Under Podcast episode to hear Dr Grant Bickerton’s full episode.

Professional Practice Supervision

As a supervisor, providing effective guidance and support to those in leadership roles can be a challenging yet rewarding task. Recently, I had the opportunity to provide professional supervision to a leadership executive, where we explored the Formative, Normative, and Restorative model of supervision.

The session was so powerful, if I may so so myself, and it allowed us to identify deeper gaps in the executive’s role and resource needs. The Formative, Normative, and Restorative model of supervision is a framework used in supervisory practice, and I have found it a helpful process in providing professional supervision.

During the formative phase, we focused on the executive’s current challenges. We looked at the observerable behaviours and tension emotions they were experiencing. We formulated where these might have come from. Does it have to do with a knowledge, skill or resourcing gap?

In the normative phase, we examined the situation raised in light of the executive’s professional and ethical responsibilities. This phase helped the executive gain a deeper understanding of their responsibilities and how, if any, this situation was creeping away from their professional standards.

Finally, in the restorative phase, we explored the executive’s self-care needs and how they could maintain their well-being while navigating their role. We discussed strategies for managing stress, setting boundaries, and maintaining a healthy work-life integration. We factored in the professional demands while respecting the personal demands.

Overall, the session was powerful and impactful and as a supervisor, it was rewarding to see much hope it generated, and how the forward flow into resourcing and planning expanded the confidence of my client.

Have you had any Professional Supervision yourself?

Valerie Ling
Clinical Psychologist
Supervisor

The Power of Self-Care and Mindset Mastery for Leaders

“Mastering others is strength; mastering oneself is true power” – Lao Tsu

Leadership can be a challenging and demanding role, requiring focus, resilience, and emotional intelligence. In order to be an effective leader, it is important to not only master your skills and knowledge that set you apart as a leader, but also to take the time to care for yourself, reflect, and master your mindset – truly setting you apart as a leader of others.

Studies on leadership have established that when a leader demonstrates healthy well-being practices and work boundaries – employees thrive. Self-care, therefore is an essential aspect of leadership. It includes activities that promote physical and mental well-being, such as exercise, mindfulness practices, and self-reflection.

Unhelpful leadership behaviour has been linked to the pressure and stress leaders face. Without taking time to pause, reflect on their internal processes, leaders can react poorly to situations and incur damage on culture and trust. By taking care of yourself, you are better equipped to handle the challenges of leadership and make more informed decisions.

Self-reflection is a key aspect of self-care. It provides insight into your own thoughts and feelings, allowing you to identify areas for improvement and make meaningful changes. Regular self-reflection can help you understand your strengths and weaknesses, leading to personal growth and development.

Mastering your mindset is also critical for leadership success. Your mindset influences the way you think, feel, and act, and it can impact your effectiveness as a leader. A positive and growth-oriented mindset can lead to increased confidence, resilience, and creativity. On the other hand, a negative or limiting mindset can lead to stress, burnout, and decreased productivity.

To master your mindset, it is important to identify and challenge limiting beliefs, cultivate a positive outlook, and focus on personal growth and development. This may include practices such as mindfulness, visualization, and positive self-talk.

Self-care, self-reflection, and mindset mastery are critical for leadership success. By taking the time to care for yourself, reflect on your thoughts and feelings, and master your mindset, you can be a more effective and fulfilled leader. So, make the investment in yourself and reap the benefits of a healthy and productive work-life balance.

What you can do right now as a leader :

  1. Schedule Regular Self-Care Activities: Leaders can start by scheduling regular self-care activities into their daily routine. This could include exercise, mindfulness practices, or simply taking time for personal hobbies and interests.
  2. Make Time for Reflection: Leaders can also make time for self-reflection, such as journaling or meditating, to gain insight into their thoughts and feelings and identify areas for personal growth.
  3. Practice Mindfulness: Leaders can start practicing mindfulness techniques, such as deep breathing or meditation, to calm the mind, reduce stress, and improve focus and clarity. Additionally, leaders can incorporate mindfulness into their daily routines, such as paying attention to their thoughts and emotions during tasks, to help cultivate a positive and growth-oriented mindset.

Psychological contracts in the workplace: gift or grenade?

For many, the return to work will feel tentative. Having spent time in festive mode, enjoying the comfort of home, the safety of all that is familiar and traditional, stepping back in the uncertain landscape of 2023 weighs on us. Dare we exhale. Have our thoughts about our career shifted? Are we uncertain about our new capacities?

The psychological contracts in place in the workplace can feel like they have changed. A psychological contract is a kind of unspoken agreement between an employer and an employee. It outlines what each party expects from the other, as well as their responsibilities and obligations. This contract is shaped by the employee’s interactions and experiences with their employer, and can be influenced by factors like company culture, management style, and individual values. When first engaged – the contract may have felt like a gift, a welcome enhancement to one’s career. With all that has taken place in the last two years, many employees are re-thinking their priorities, and therefore re-thinking the psychological contracts in place.

The psychological contract can have a big impact on an employee’s job satisfaction, commitment to the company, and overall performance. When the contract is seen as fair and fulfilling, it can lead to positive outcomes for both the employee and the employer. But if the contract is perceived as unfair or unfulfilling, it can cause problems like low motivation and high turnover, like a grenade waiting to explode.

The pandemic has had a significant impact on the psychological contracts at work for many organisations and employees. Some of the ways in which the pandemic may have changed psychological contracts include:

  1. Changes in job roles and responsibilities: Many employees have had to adapt to new roles and responsibilities due to the pandemic, such as transitioning to remote work or taking on additional tasks. After the festive period, there can be a greater desire to capture the closeness and familiarity of home. This can alter the expectations and obligations outlined in the psychological contract.
  2. Increased stress and uncertainty: The pandemic has brought about increased stress and uncertainty for many employees, which can affect the psychological contract. Being closer in contact with family and friends this holiday period may have brought a deeper awareness of the fragility of life and relationships. Employers may need to offer additional support and resources to help employees cope with the conflicting dynamics of returning to work.
  3. Changes in company policies: The pandemic has also led to changes in company policies, such as leave policies and health and safety protocols. These changes can alter the expectations and obligations outlined in the psychological contract. Having a break from the work space may have created an awareness of uncertainty or dissatisfaction with these changes.

It can be tempting to let time erode these uncertainties. However, as deeply psychological beings, the organisation that promotes opportunity to listen and elicit feedback, will win trust and belonging in their teams. Leaders can think about:

  1. Communicating openly and transparently: how have you navigated these dynamics yourself? What have you found to help?
  2. Offer support and resources: Leaders can provide support and resources to help employees navigate the return to work, such as regular check-ins, eliciting feedback and welcoming requests for support.
  3. Encourage open communication and feedback: Leaders an encourage open communication and feedback from employees and be open to negotiating changes to the psychological contract as needed.

By implementing these strategies, companies can help employees feel more supported and valued as they navigate the return to work and any changes to the psychological contract. This can foster a positive and productive work environment and help build trust and commitment from employees.

Christmas overwhelm

Most of us welcome the festive season with anticipation, excitement and enthusiasm. Others may see it as a burden. Still others may have feelings in between these extremes, relishing some aspects of the holidays but dreading others. Heavy traffic, large crowds of shoppers, long lines at stores and post offices, bad weather and other hassles can make things worse if you aren’t prepared for them or don’t know how to deal with them effectively. Financial pressures may be particularly difficult during this time of year as many people spend more money than usual on gifts and travel to visit relatives. Many people can experience overwhelm by trying to do too much during the holidays – working extra hours at their job, planning family gatherings and buying gifts for their loved ones – without giving themselves a break or learning how to say no to something that will cause them unnecessary stress.  The holiday season is a stressful time of year as it’s often when we ask the most from ourselves and our family members.

Commonly, as psychologists we see many who will be working through their grief – remembering loved ones who will not be sitting around the family Christmas lunch. There may be some who are dealing with painful relationship breaks, disagreements over where children will spend Christmas, longing and loneliness for happy scenarios that are not a personal reality.

There can be a wide range of responses in workplaces—from enthusiasm to dread—it’s important for employers to understand what their staff might be going through during this busy time of year so they can provide support where needed. Here are some ways to share and care during the festive season as a team:

  • Normalise the load and encourage realistic expectations and pacing. Does it have to be finished this end of the year? Can it be dealt with in the new year? Driven teams can have unrealistic expectations to bring closure to projects and tasks before the year ends.
  • Create a schedule that works for everyone. Rosters, meetings, social functions – they collide with end of year school performances, last minute Christmas shopping and social functions. Check in with your team for what might be happening in their worlds, and find a common ground so that work schedules are not one more thing to have to juggle.
  • Encourage staff to unplug and recharge their batteries. Model the way by checking in and sharing ideas and encouragements for simply stopping, simplifying and recharging.
  • Set a cut off time for work email, phone calls and other distractions so you can fully enjoy your time away from work with your family or friends. Overtly make silent time after work hours – no more emails, tests, work communication after a certain time, so teams can switch off and switch into their personal mode
  • Make the office festive socials inclusive and sensitive to those who may be having a difficult time

While the rest of the world seems to be dazzled and dazed by the festive season, the workplace can be a space for our team to feel valued, a solid sense of belonging and maintaining their focus and perspective.

Encourage healthy living and being in the workplace

We spend the majority of our lives at our workplace. At the best of times the workplace provides avenues to socialise, derive achievement and provide a pathway for personal and professional growth. Spending that many hours of our life in a workplace also means that is the place where the majority of our unhealthy habits manifest and magnify.

Workplace wellbeing that shines a light on health practices while at the workplace provide a way for organisations to be a part of investing in their teams at a fundamental level of health.

Spotlight on healthy eating

Encouraging healthy eating is an important part of maintaining a healthy workplace. Yet many workplaces have a culture of rushed lunches, lunches at desks while working, snacking on unhealthy options and consuming more caffeine than water to provide energy and focus.

There are several ways to encourage employees to eat healthy, including:

  • Offering healthy food options in the office. Provide employees with snacks that encourage your employees to eat fresh fruit, nuts, wholegrain and energy enhancing foods and drinks
  • Encourage staff to take full lunchtime breaks. Appoint lunchtime mascots to encourage everyone to take a break.
  • Stock up the pantry with well thought through options, purchase food from health stores so that meetings and breaks have these options.
  • If possible, offer some sort of space where you can take a meal break during the day. Generate interest in your teams for them to share their latest mealtime spots.

Encourage movement during work.

Physiotherapists, Chiropractors and Remedial Massage therapists will attest to the change in posture and muscle tension related ailments. With the advance of portable devices and laptops, remote working and high reliance on digital communication, our teams are frozen in unhealthy positions. Consider:

  • Have an ergonomics specialist assess your space and provide tips for your staff to improve their physical health while at work
  • Strategically place common workplace appliances/utilities in a space which would require some movement. For example, printers can be placed on the opposite side of the room.
  • Initiate walk and talk meetings. Not all meetings need to be at a desk. Co-workers can be encouraged to head out into the fresh air and sun to meet
  • Provide a stand and stretch station. Consider playing a 2-3 minute Youtube video that sets an example of how to take a break every few hours to stand and stretch.

Healthy work practices provide our teams to spend the majority of their hours taking care of the foundations of good health and mental health. Encouraged as a whole, the culture can shift to making small changes that lead to lasting health outcomes.

Work life collision in our workplaces

In the corporate wellness world, we’re seeing more and more clients with stress, burnout and other psychological issues — not just physical ones.

 

Wait lists to see psychologists are impossibly long. The impact of the pandemic has left our mental health resources depleted. These wait lists are now heavily populated by professionals and executives who are desperately trying to get their focus and game back on. The fact is, even being on the right wait list is a challenge. No two psychologists are the same. Not every psychologist who works in the mental health scene work with the organisational implications of workplace wellness.

One client of ours explained:

“I spent too much time with my last psychologist unpacking my family history. Sessions were focused on my past and robbed me of the time I needed to work on my NOW”

Understanding the crisis of performance, livelihood and employees’ needs to get on top of their work is imperative in the current climate.

In fact, Work life collision (WLC) dominates our workplace wellbeing problems. It happens when employees become overwhelmed by the demands of their job as well as battling personal issues on the home front.

According to the Australian Institute of Health and Welfare – quoted directly from their website here (August, 2022)

  • Between 16 March 2020 and 1 May 2022, over 29.0 million MBS-subsidised mental health-related services were processed.
  • MBS-subsidised mental health services delivered via telephone or videoconference peaked during April 2020 when about half were delivered via telehealth. In the four weeks to 1 May 2022, 29.3% of services were delivered via telehealth.
  • In the four weeks to 1 May 2022, Lifeline received 83,652 calls, up 2.5% and 0.2% from the same period in 2021 and 2020, respectively.
  • In the four weeks to 20 February 2022, Kids Helpline received 23,575 answerable contact attempts, down 5.5% and 9.8% from the same period in 2021 and 2020, respectively.
  • In the four weeks to 1 May 2022, Beyond Blue received 24,441 contacts, up 10.0% and down 7.0% from the same period in 2021 and 2020, respectively.

These statistics reflect a parent, a child, a friend, a client, a colleague and is bound to have impacted your staff wellbeing and morale.

With work life collision only set to increase, you will find the 6 EAP sessions provided inadequate. At The Centre for Effective Serving, we can deploy Clinical Psychology resources for your team. We are a team of psychologists who have worked in the burnout space long before the pandemic swept our world. We already worked in the space of immediate, practical and solution focussed support to workplaces. We can provide confidential telehealth sessions to provide the support and expert care that your staff need without having to leave your premises or their homes. Contact us at contact@effectiveserving.com.au