The Speed of Change is Relative

A huge reminder to leaders attempting change

This is a reminder to leaders who are attempting to lead change. If you miss this one principle you can greatly damage the effectiveness of change or even your reputation as a leader in the change.

It’s simple, but it is powerful. Huge.

Here it is:

The speed of change is always relative.

See, I told you – simple. No rocket science here, but you must understand this when leading people through a change process.

As the leader, or someone on our team, I may feel like we are moving at a snail’s pace. It’s taking forever. We are spinning our wheels and not getting anywhere fast.

At the same time, others may feel we are moving at rocket speed. Change is coming so quickly they cannot process it in their mind. They feel the world – or this change – is out of control.

Perception to the speed of change is relative to:

  • A person’s propensity or aversion to change.
  • The degree of comfort established in what we are currently doing.
  • Who or what initiated the change.
  • The perceived size of the change.
  • The degree of personal risk involved.
  • How the change is implemented.
  • My understanding of or buy-in to the “why” behind the change.
  • The level of personal sacrifice involved in the change.
  • The trust established in current leadership.

When you hear people talking about how fast or slow things are changing, remember their response is relative to their individual context.

Understanding this one principle will help the leader be more sensitive to the reaction of others. It will help him or her with casting vision effectively. It will protect the leader from the perception of “running over people” with change.

This one understanding will make you a better change leader.

Think of this principle – the speed of change is relative – in your present context.

How fast are things changing in your life right now? Do you wish they were changing faster or slower?

7 Characteristics of Effecitve Change Agent Leaders

If you want to be in leadership get comfortable with change. It’s part of the experience of every leader. The best leaders get accustomed to leading change.

Every leader deals with change, but in my experience, some handle it better than others. There are change agent leaders who seem to have an innate gifting at leading through change. I love to learn from these special leaders.

I’ve observed some common characteristics change agent leaders share.

Here are 7 characteristics of good change agents:

Flexible

It doesn’t have to be their design. They simply want progress towards the overall vision. These change agents are never stubborn on matters that seem to have no vision-altering value. They navigate towards a solution, letting others have “their” way. Everyone walks away feeling as though they have won.

Courageous

Change agent leaders are willing to receive criticism and still move forward. They know how to filter through what is valid criticism – worth hearing – and what’s simply a venting of personal interest. They unwaveringly push through the junk which clouds progress.

Relational

Good change agent leaders value the opinions of other people and work hard to gain trust. They know ultimate change can’t happen without human capital and they are constantly investing in relationships. Networking is one of a change agents greatest tools.

Strategic

A change agent leader realizes there are steps to take and they carefully choose the timing of when to take them. They almost have a keen sense of discernment when it comes to knowing when to pull the trigger, when to wait, and when to pull the plug completely.

Creative

Good change agents are able to see paths to success others can’t yet see. I need to be honest here and say I’d rather be strategic than creative. There are some who can always find a way to make their ideas work, but it comes at the expense of others. But, change often happens because someone chose to be creative. Effective change is one of the best forms of art in the field of leadership. This takes creativity.

Intentional

Change agent leaders make change for a specific purpose. They never waste a change. They know that every change has the potential to make or break a team and they work diligently to bring the best results.

Thorough

A good change agent follows through on commitments made and sees the change to fruition. They don’t give up until the post evaluation is complete and the lessons of change have been learned.

Think about your experience. Who are some of the best change agent leaders you have known?

3 Critical Ways Every Leader Must Spend Time

Time is one of the greatest assets of any leader.

Learning to balance a leader’s time effectively is often a key in determining the level of success the leader attains. In my experience, every leader has three critical segments where they must invest their time on a regular basis.

It also seems to me leaders tend to do one of these especially well, so by default they spend most of their time on that one – often to the neglect of the other two.

All three are needed. All three.

Learning to balance a leader’s time in each of these three areas will greatly enhance the leader’s productivity, so the leader must discipline for the other two.

Here are the 3 critical ways every leader must spend their time:

Time reflecting on past experience

If a leader doesn’t evaluate where they have been and what has been done, he or she will soon be disappointed with where they are going. Leaders must spend ample time in personal, team member and organizational evaluations. This includes celebrating success. People need this too.

Evaluation should be done after each major events but also on a regular basis evaluating overall activity of the organization should be considered.

A leader can’t get frozen on this one though – always thinking of what has already happened. At some point it’s time to move forward.

Time focusing on current obligations

A leader must be disciplined to take care of the immediate needs of the organization. The busier a leader becomes, unless a leader is naturally wired for this one, the more he or she tends to naturally neglect routine tasks. Things like returning phone calls and emails in a timely manner, for example, remain critical at every level of leadership. This may also include simply catching up with co-workers, even in social conversation.

I find personally if I don’t operate with some scheduled time for current obligations I will get dreadfully behind and end up not being effective for anyone.

Honestly, this one is a drag for me at times. I’m wired for what’s next. But, sometimes the routine stuff I do is huge for other people. And, necessary for me.

Time dreaming about the future

Leaders must spend time dreaming of the future. If a leaders doesn’t, no one else will either. This is critical to an organization’s success. I believe the larger an organization grows or the leader’s responsibilities expand the more time must be spent on this aspect of time management.

This comes natural for some leaders and not for others. Personally, I love this one. Again, if it’s not natural it must be scheduled. Planning a few hours a week to read, brainstorm, interact with other creative leaders can make a big difference. Several times a year it may be important to spend a day or more away from the office with the sole purpose of dreaming of what’s next.

The place in the organization and season of responsibility will determine which of these get the greatest attention at the time, but none of them can be neglected for very long periods of time. Again, a leader learning to balance these three components of time is a key aspect in determining the ultimate success of the leader.

Here are a few questions for personal evaluation:

  • Which of this are you more geared towards as a leader? (Please don’t say all come naturally.)
  • Which of these needs your greatest attention at this time in your leadership? (Be honest.)
  • How do you balance your time between these three areas? (Be helpful.)

7 Suggestions for Pastors When a Good Staff Member Leaves the Church

This post came to me after hanging out with one of my favorite people I’ve ever worked with. I hated when we parted ways professionally.

Let’s be honest, pastors. When you have great staff people, the team is set and everything is going well, it’s hard when someone leaves. Even when they are leaving for a better opportunity – it often stinks.

Replacing quality people is one of the hardest things we do as pastors.

How should you handle a staff member who leaves for other opportunities?

Here a 7 suggestions for my pastor friends:

Think bigger picture. 

You’re a Kingdom builder. You are on a mission. You are called to part of a grander plan – God’s plan – more than you are to one local church. You and every staff member (volunteer and attendee) in your church are simply part of this plan.

Grieve. 

It’s okay. You likely invested a lot personally into the person. You are probably going to miss their friendship – and their work. Whoever replaces them will not be the same. (They may actually be a better fit for the season you are in now.) It will be different either way. Change is hard for the church – and it’s difficult for us too at times. Believers don’t grieve like the rest of the world (1 Thessalonians 4:13), but we do grieve. We grieve with hope always in mind, but grieving is a healthy way to deal with loss. 

Don’t take it personal. 

Most likely it is a reflection of what God was doing in the staff member’s life – and possibly in the life of the church. It may have nothing to do with you. If it is personal then it is a good time to evaluate where and who you are and why someone felt they needed to leave.

See the opportunity in something new. 

I used to have a boss who when someone would threaten to quit he would call them in and have them stick their hand in a bucket of water to see how much the difference one hand made in the level of the water. It didn’t make much. I know, because I once had to do it. I’m not saying it was the gentlest of approaches – and I have never used it personally, but it was certainly humbling. I never forgot it. The point he was making was everyone can be replaced. Everyone. And, sometimes new can even be better. Transitions are difficult, but afterward new can create opportunities for the church you never dreamed of – but God did.

Invest in people. 

Not positions. You have to see your role as a people-builder more than a position builder. It’s great to have the best student ministry in the history of the church. It’s better to have a student minister you believe in and invest in personally who is open, just as you should be, to being wherever God may lead. Rejoice in this with them. (As much as it hurts, this includes the worship pastor, the small groups or discipleship pastor, and the key volunteer leaders in the church.) 

Keep in touch. 

Stay in touch, as much as the other person will allow, in what God is doing in their life in this new season. Chances are you and your leadership were a part of this season also. Rejoice in what God allowed you to be a part of doing in someone else’s journey. 

Celebrate what God is doing new. 

Celebrate the work God is doing in the person’s life who left and what He is doing in the church afterward. Celebrate on the way out for one person and on the way in for another. The more you can celebrate the healthier the environment will be you are trying to lead.

These are just a few suggestions. I’ve been there – and, I’m sure I will be again. Saying goodbye can be difficult. It shouldn’t be devastating if we approach it correctly.

7 Unwritten Rules which Shape an Organization

In an organization the unwritten rules are just as, if not more, important than the written rules. I wrote about this idea HERE.

If you are considering making changes, implementing something new, adding staff, or any of dozen other decisions in your organization, you need to also consider the these “rules” of the organization.

Here are a 7 examples of unwritten rules:

The culture

How does it responds to change? How does it addresses problems? How does it plans for the future? How trusted is leadership? These are all unique to any organization.

The leader’s accessibility and temperament

Every senior leader is different. If you change the leader you change some of the unwritten rules. Is he or she considered approachable? Does he or she participate with the team normally? Would he or she know if there was a perceived problem in the organization? Do team members trust leadership? These answers shape responses to change.

The relationships of team members to each other

Is there a friendship or just a working relationship among team members? Is conflict acceptable and healthy? Do team members feel freedom to speak freely when in disagreement? Do people respect one another? Is there a silo culture or a common vision everyone is working to achieve? The healthiest organizations have people working together who genuinely like one another. If that isn’t there, change will be more difficult.

The sense of work satisfaction

Are there long-term team members? Are team members generally happy with the organization? Is there any unrest among team members? Are there unspoken concerns within the organization? Many times this has been formed over the years, sometimes even before a leader has been in the position, but it is valuable information for any leader.

The reaction to change

Is the “way it’s always been done” changeable? Has change usually been accepted or resisted? Who has to initiate change? What is the anticipated speed of change? Who needs to know about it? The success of change will be directly related to the answers to these questions and the way a leader responds to them.

The way information flows

How does communication really happen? What are the circles of influence? Who drives discussion? Who has influence with peers? What are the expectations regarding the “need to know”? Communication is key in any organization so, as leaders, we must understand the way it occurs.

The real power structure

Who really makes the decisions? Is it a board? A few key people? A consensus of the largest percentage of people? Power structures are rarely as purely formed as what is written on a piece of paper. Knowing this is critical to navigating change.

As a leader, it’s important that you not only concentrate your attention on what is easily measured, written in a policy manual, or even spoken as a value. Other considerations may be more important, even though they may have never been expressed formally. When change occurs or is to be implemented in an organization, paying attention to these unwritten rules is necessary for success.

By the way leaders, most likely you helped write (or are helping to write) these unwritten rules.

What are some of the unwritten rules of your organization?

3 Examples of Being a Leader For a Season

I am frequently contacted when someone is debating the right time to leave a leadership position. I once wrote 10 Scenarios to Determine If It’s Time to Quit. It’s still one of my more requested blog topics. Deciding when it is time to leave a leadership position is one of the hardest decisions a leader makes.

Thankfully, there are still leaders with a sense of loyalty, who want to do the right thing, and they simply do not know how or when they should leave. If you want to see long-term success in the place where you lead, you need longer-term tenure.

We all love hearing how a church planter carried the church from infancy of a few core people in a room to the maturity of a healthy, established church. I am always impressed to hear of a long term pastorates. Some of the most successful churches have the longest serving pastors. The healthiest way, organizationally speaking, is to have one long-term leader, who goes through seasons with the organizations, who carries the vision forward over a long span of time.

But, it is not the calling of every leader. And, there’s no shame in this.

Please understand, this is not a post encouraging anyone to leave their position. It’s not a post which indicates I’m leaving mine. (Please read the last line again if you’re in my church.) But, this is a post intended to help a leader who may be struggling, feeling it’s time to move on, but can’t bring themselves to make the hard decision. I’ve spoken with pastors who feel they’ve done all they can do. They’ve prayed and prayed about it and don’t even sense God telling them they have to stay, may even feel a sense of release, but their sense of loyalty keeps them from even entertaining the idea. In the meantime, the longer they do stay the more frustrated they become and the church starts to feel it.

And, this is why I write this reminder.

Here is the reality. Some leaders are only there for a season.

A unique season. A special season, reserved for a designed purpose. It’s helpful when a leader can recognize or discern a seasonal assignment.

Here are a few examples:

Some leaders get things started

They are great starters, but often horrible maintainers. They do best when they are allowed to begin something for someone else to carry forward. I have a friend who is a serial entrepreneur. He is great at getting healthy organizations started, but lock him into somewhere for very long and he will frustrate a lot of people. Including himself.

Some leaders guide the organization through transition.

These leaders can handle the tough times. They help once successful organizations start again. They love changing things. When things “settle” they are ready for a new challenge. I have another friend who in her career has helped several businesses recover from near disaster. She moves in, takes over, rebuilds confidence in leadership, provides a sense of direction and momentum, then gradually yields control to others.

Some leaders close things out graciously.

This has to be one of the toughest assignments in leadership, but there are leaders who are especially gifted in helping things come to an end. When I was in retail, there were some store closing experts. Many times a new store was opening across town and one store, perhaps in an older, more established part of town, was closing to make room for the new. That’s never popular, but these leaders knew how to come in, evaluate, assess what could be salvaged, help the employees transition, and leave the area as painlessly as possible, so the excitement for the new would not be lost in mourning what would be gone. They were seasonal experts in leadership.

(Frankly, although this is the subject for another post – some churches needs one of these leaders.)

Granted, each of these scenarios can often find new leadership positions within the same organization, but the key understanding is they are leaders for a season. An assignment. A specific need. When the need is met the season often has to change.

If a leader does what he or she has been called to do, there is no shame in doing ONLY what the leader was called to do. Recognizing and discerning this helps leaders and the organizations they lead to be healthier.

Have you ever been the leader for a season?

Understanding The Power of Caged Momentum

This is huge.

In church planting, I learned an important leadership principle. I’m not sure you can learn this one without being forced into it, so learn from my experience.

Let me illustrate it with a practical example:

Launching Grace Community Church was an 18-month process from the time I agreed to obey God’s encouragement to start a new church, we met with a group of interested people in our living room, and actually held a first service. (I had resisted His encouragement to plant a church for 10 years – but that’s another post.)

I met with a dozen or so couples who would eventually serve as our core team, but we first asked them to wrestle in prayer if this was what God was calling them to do. Then we waited months before we had our first meeting or they even officially committed to the vision. After this, we made them wait nine months before we ever met as a church.

It was a difficult season of waiting, but it proved invaluable.

Waiting to implement God’s vision for excited people – people inclined towards progress – was difficult, but the result proved an important principle about human dynamics and organizational development.

That’s a fancy way of saying waiting stunk, but it worked – in an incredible way.

It taught me the principle I like to call:

The Power of Caged Momentum

So we repeated it – often intentionally.

For example, although we knew small groups would be a major part of our mission, we did “test” groups with a few people for months before we allowed the entire church to join a group. We used this time to train leaders, but it also served the purpose to generate enthusiasm among those who had to wait to get in a group.

Telling a person or a group of people to wait for something they really want to do and are excited about builds positive momentum. When we did launch groups officially we had huge numbers sign up the first day.

That’s the power of caged momentum.

Here’s another time we saw this principle work for our favor.

We didn’t launch a student ministry immediately after we launched the church. We had children’s ministries, but nothing for youth other than our weekly service. We knew if we launched something it wouldn’t be very good. (And, my sons were two of those youth.) Some participated in other youth programs. Some did things together on their own. My sons even launched their own service in our living room.

But, when we did launch we had a large, successful gathering. That student ministry today remains highly vibrant – often defying normal percentages of student service attendance compared to Sunday morning church attendance.

That’s the power of caged momentum.

This doesn’t mean you always make people wait simply to build momentum, but you shouldn’t be afraid to either. The reality is we are often quick to rush decisions. We move quickly when we have an idea. We don’t always take time to prepare for the change, bring people along, and ideally build the momentum we need before launching something new.

Since learning this principle I have intentionally used it to build momentum in our church.

Of course, there is always the balance between waiting too long you lose opportunity (which is called opportunity cost) and moving too fast you don’t build enough momentum. I can’t solve this for you in a simple post. Your situation and experience will be unique to you, but the principle here is important.

The point is this – don’t be afraid to make your church, organization or team (or even your family) wait before they get to experience something great. The power of caged momentum may even make the outcome better than you were expecting.

Have you seen this principle at work?

The Difference in Popularity and Trust in Leading People

It's important to know...

In leadership, its important to know the difference in popularity and trust.

I’ve seen leaders – whether pastors, politicians or in business – try to take people places, even worthy places, and believe people would follow because they are popular as a leader.

Yet people didn’t follow – because the leader hadn’t developed enough trust in the people he or she was trying to lead.

Misunderstanding this one principle can dramatically damage a leader’s performance. (This is especially true for newer leaders.)

Many leaders assume they are trusted because they are popular, but many times this is not the case. The leader may be very popular – people genuinely like the person – but this doesn’t always translate into trust. People follow closest those they trust the most.

Popularity has some importance in leadership. It is easier to follow a leader we like personally. But, popularity may be seasonal and temporary. Popularity can be altered by current successes or disappointments. Popularity can cause followers to cheer or jeer, because whether it is good or bad, popularity is mostly built on people’s emotions.

Trust is what is needed for the biggest moments in leadership. Major changes involve trust. Times of uncertainty need established trust in leadership. Long-term success requires trust.

And, trust must be earned. Trust develops with time and experience. Trust invokes a deeper level of loyalty and commitment which helps people weather the storms of life together. Trust develops roots in a relationship which grow far deeper than popularity ever could.

Leader, know the difference between popularity and trust and don’t confuse the two.

Here is something else to know. Popularity often disguises itself as trust when people appear to be agreeing with you. And it may fool you into thinking you can do anything, because you are, after all, popular. But, if you are not careful, you will cross a line of people’s level of trust and see a backlash towards your leadership.

It will make you a more effective leader – especially when it comes to leading change – when you can begin to discern when you are simply popular and when you are truly trusted.

7 Hard Paradigms I Had to Learn to be an Effective Leader

Pastors need to know these.

One of the hardest parts of leading for me has been the things I’ve had to learn or do which may have been contrary to the way I would have naturally done them – or wanted to do them.

For example, I like to be in control of my surroundings. I don’t like the feeling of being out of control. (Strength Finders says control is a “strength” of mine.) There have been several incidents in my personal life which have shaped this in me as a person. We are shaped by our past experiences.

Yet, as a leader there are many times I don’t have the privilege of being in control. To some this may sound like the opposite of being a good leader. Good leaders – some falsely believe – have everything under their control. Learning to empower people, however, has proven to actually be a better leadership model for me.

So I decided to share some of the hardest paradigms I have had to learn in order to be effective as a leader.

Many of my pastor friends – especially in church revitalization work – need to learn these.

Here are 7 hard paradigms to be an effective leader:

I had to develop the ability to say no more than I get to say yes.

I love to say yes. It’s easier. It makes people happier. It’s such a more positive word. And, I’m a positive person – the glass is always half full for me – three-fourths even. But, I’ve learned always saying yes makes me very ineffective as a leader and eventually leads to my burnout. How healthy is this for our team?

I have to live with sometimes being unpopular.

The natural tendency is to believe the leader is well known and, frankly, well liked. I’ve learned, however, every decision I make seems to make some people happy and some not so happy. I’ve even made some people angry with some of the decisions I have made – even some which in time proved to be the best decision, but initially were hard to accept. Change always produces an emotion – either good or bad emotions.

I have to move forward sometimes in uncertainty.

I’ve never been able to have all the answers before a decision has to be made. If I could, we would totally remove the faith factor and it would stagnate us. This doesn’t mean I don’t collaborate with others, do my homework, and certainly I should pray. But, I’ve learned to be an effective leader I have to be willing to go into unknown territories. I must even let people “experiment”. (We do this a lot.)

I had to get comfortable challenging mediocrity.

In case you don’t know, you can ruffle someone’s feathers if you challenge the way they’ve been doing something. This includes if what they were doing wasn’t working and they’ve “always done it this way”. But, I’ve learned as a leader it’s part of my job to challenge us to improve – in all areas. Development must be a part of an effective leader’s day. Granted, sometimes we can push too hard or too fast, but it’s incredibly difficult to recover from complacency.

I had to lower my pride and admit I can often be wrong.

I came into leadership, as most leaders do, believing I had some answers to offer. And sometimes I do. But I’ve also learned my team often knows more than me. In fact, if I surround myself with the right team then my team always knows more than me – at least in the individual areas they lead. I have to yield to them and empower them for us to achieve our maximum potential.

I had to come to a reality I couldn’t be everywhere or do everything.

As a creative, my mind has a tendency to wander. If I’m not careful, I’ll try to be too involved in everyone else’s work and the work I’m supposed to do suffers. I want to help the discipleship ministry, the mission ministry, the music ministry, and the administrative ministry of the church, and every other ministry – in an in depth way. Granted, I need to be involved at some level, and part of my job as leader is casting vision for the entire church, but micromanaging never produces healthy or the best results. Disciplining myself not to always have an opinion has proven to be a more effective form of leadership.

I also had to learn this is another area where a leader may become unpopular – especially pastors. The church expects us to know everything and be everywhere. But, again, doing so makes me far less effective overall.

I had to realize that sometimes the best thing to put on my calendar is rest.

I’m from a generation and a family history of work. I’ve been working steadily since I was 12 years old and I like the 6 day a week model of the Old Testament. Rest doesn’t come without discipline for me. How can doing nothing be a good thing? It seems counter-productive to me. I’ve learned, however, without proper rest, I’m eventually very ineffective as a leader. There have been days – extremely busy days – where the best decision of my day was to stop take a nap and start again. Needing proper rest is true of days, weeks, and seasons in order for my leadership to remain effective.

Those are some paradigms which come to my mind I have had to learn – sometimes the hard way – to be effective in leadership and to last long-term. I’m sure there are others. Feel free to share your own.

What paradigms have you learned, which have helped you be a more effective leader?

7 Hints You’re About to Make a Bad Leadership Decision

Have you ever made a bad decision in leadership?

Of course, we all have. It is actually part of the way we grow as leaders. I’ve made many bad decisions in my leadership.

Thankfully, the longer I lead, the more I have developed some warning signs I’m about to make another. There are certain clues which help me pinpoint a potential bad move – even before I pull the trigger of decision.

Please understand, these aren’t full proof. They don’t mean you are definitely making a bad decision. But, they are hints you might and they are worth considering before you make your next decision – especially major decisions.

Here are 7 hints you’re about to make the wrong decision as a leader:

The decision makes everyone happy.

Chances are you’re settling for less than best if everyone is happy. The best decisions almost never please everyone. They involve change and sacrifice. Change is uncomfortable for someone – always – and seldom universally accepted.

This doesn’t mean you don’t attempt to bring the most people into agreement with the change. If you don’t you won’t have followers for long. But, you should base the final decision not as much on what is popular as much as what is right. This requires the hard work of leadership. 

It’s an easy decision.

Some decisions are. Most aren’t. Especially major decisions. The hard decisions require prayer, wrestling through the options, and collaborating with others.  Making hard decisions is actually where we need leadership most. If everything is easy – you don’t really need a leader.

You are making the decision alone.

Plans fail for the lack of counsel. With many counselors plans succeed. (Proverbs 15:22) I’ve seldom regretted my decision – even when it doesn’t turn out as I might have wished – if I know I have invited others into the decision-making process. There is a certain comfort in shared ownership. This doesn’t mean I don’t have to stand alone at times, but not without first consulting people I trust. (For a great example of these, see how David allowed his men to speak into a decision in 1 Samuel 23:1-5) 

I’m going against my closest advisors .

Not only do I need to invite others into the decision-making process – I need to heed the people’s advice I invite. This is another I’ve learned the hard way. It is rare I will make a decision where the group of advisors I have recruited have advised otherwise. In fact, I look for unanimous consensus. Again, as a leader, there have been a few times I had to make decisions no one else could see at the time – but, those were always times I was confident God was calling me to do something. (Such as in the conclusion to the David story I mentioned previously.) Short of this confirmation – I depend on the wisdom of collective voices.

I am making the decision too quickly.

Some decisions – especially the major ones – need time to gel in your mind and heart. Most major decisions need a good nights sleep – or several. If you’re being rushed into the decision, you’ll likely make some mistakes. Of course, there are times you have to move swiftly. Whenever possible, though, give the process adequate time.

I am making the decision too slowly.

The opposite is true also. When you’ve wrestled with it long enough – and you know the right thing to do – some decisions just need to be made – even without having all the answers. I’ve been guilty of missing opportunities because I got locked in decision paralysis and didn’t make the call I already knew I should make – and, honestly, it’s many times because I know the reaction to the decision will not necessarily be popular. 

My gut tells me otherwise.

You have a gut for a reason. Most likely it was developed over years of experience. It’s usually dangerous to ignore it.

Of course, the key is actually being self aware enough to consider these hints. But, next time you’re about to make a major decision, put your potential actions through this grid. I’m speaking from experience of many bad leadership decisions. It might help you avoid some of my mistakes – and make better ones.

What are some ways you diagnose a potential bad decision?