4 Reasons People You Lead May Not Want to Learn or Grow

And, 5 Suggestions to Motivate Them

school bus

I’ve learned in leadership – you can’t teach someone who doesn’t want to learn or grow personally.

Perhaps you’ve tried. I have. I see one of my jobs as a leader to help people grow – learn new ways to do things better, more efficiently, to improve as individuals – and ultimately, as a team. I’ve at times been worn out, however, trying to help some people develop. At times, it seems they want to keep doing things the same way – sometimes even keep making the same mistakes. They never seem to seek out – certainly not embrace – new or better principles to their life. 

This is not only in leadership. It’s true with all of life. There are seasons we aren’t very teachable.

I’ve discovered the reasons someone isn’t willing to develop individually may not always be the same. In fact, there may be several reasons.

Here are 4 reasons people you are trying to lead may not want to learn or grow:

They don’t think they need to learn anything.

This is the one which frustrates us the most, and it’s the one we accuse people of the most. It’s true, arrogance is common in leadership, but also among those who need to be led. Many leaders feel they are in a position because they are the only ones who could do the job. Everyone around them may know it’s not true, but they can’t see it. They don’t care to learn from others, because they aren’t willing to admit or see they have anything to learn. Sometimes those who still have much to learn are too proud to admit it.

They don’t know they need to learn anything.

It may sound similar, but this is a different reason. It isn’t arrogance which causes this one, but rather ignorance. We’ve all been there at times. Many times I’ve assumed I had the answers already. It wasn’t I wasn’t interested in learning more – I just didn’t know there was more to learn. I’ve said before, the older I get the more I realize I don’t know yet. Some of this comes with maturity and age. Some of it comes with experience. But, many times we don’t think we need to know anything new, because we don’t see enough missing holes in what we already know.

They don’t want to learn from you.

This is a hard one for leaders to accept, but it’s actually quite common. It could be a relational issue or a positional issue – it might simply be a personality clash, but for whatever reason, it keeps them from desiring to learn from you. I have especially seen this one when the leader was once a peer to a person they are now trying to lead. 

As a parent, there were seasons when my boys learned more from others than they did from me. I welcomed it and was appreciative of those who spoke into their life. This has been true also when someone was supposed to be leading me, but I knew more about a subject. It takes a very humble person to learn from those you’re supposed to be leading. I’ve had times when someone on my team hears the same thing at a conference I’d been saying for months. It sticks coming from someone new. Don’t be offended if they aren’t always listening to you, but make sure they are listening to someone.

They want to learn on their own

There’s nothing wrong with this, as long as they remain teachable. In fact, it should be encouraged at times. Some of the best lessons in life come from trying something and succeeding or failing. If they aren’t being arrogant, give them the freedom to explore independent of you. It will help you, them and the organization.

But, regardless of the reason – you can’t teach someone who doesn’t want to be developed.

This is why the best leaders I know – the best teachers – maybe even the best parents – spend as much time motivating the learner as they do teaching them.

In the book “Switch”, authors Dan and Chip Heath call it “motivating the elephant”. Your job as a leader, if you desire people to want to learn from you, or even from others, is to motivate them to want to learn.

How do you do that?

Here are 5 suggestions f you want people to listen to you:

Value the person.

No one follows someone willingly who they don’t believe cares for them. Zig Ziglar’s famous line “People don’t care how much you know until they know how much you care” is true. Don’t expect people to want to learn from you until they know you have their best interest at stake and that you care for them personally – not simply what they can do for you or the organization.

Paint a great vision.

You have to give people something worth following. It needs to stretch them, while still being attainable by risk, faith and hard work. When they know there’s a glimmer of hope to the finish line, they’ll be more willing to learn what it takes to attain it.

Communicate it frequently.

Even the best vision fades over time. People get bored. Andy Stanley uses the phrase “vision leaks”. If you want to maintain your audience of followers, you have to keep reminding them why you are doing what you are doing.

Tell compelling stories.

People are motivated by example. They want to know that what they are doing makes a difference. People will be more likely to seek your input if they know you are leading them to something of value and importance.

Share in the reward.

People only feel valued when they get to celebrate the victory. If all the recognition goes to the leader, the follower feels taken advantage of to some degree. If you want people to keep listening – listen to them – share the credit. Celebrate often.

Freedom Passes – The New Math of Leadership

Student studying math on the blackboard full of formulas

When I was in school I had a love-hate relationship with math.

I loved doing math – working to find an answer to a problem. In fact, I was pretty good at it. I even served on the math team for a while.

But I hated having to solve the problem with the teacher’s methods.

On tests I would do poorly if the teacher made us show our work. I could get the right answers, but I wanted to use my own methods. The years I was on the math team and did best were when I had teachers who allowed me the freedom to find answers my way.

I realize the teacher needed to make sure I wasn’t cheating and I knew how to think through a specified process, but I wanted to invent my own process.

I think there is a leadership principle here. I have seen it so many times. 

If you want to empower people – give them a freedom pass.

In fact, if your team is currently stalled – maybe you need to hand out some freedom passes.

What’s a freedom pass? It is giving your people the freedom to complete their assignments in the way which works best for them. 

Successful leaders understand organizational success involves letting people figure out their own way. If you want team members to be energized towards progress they must be empowered to develop their own strategies for attaining the goals and objectives.

You still hold team members accountable for progress, but you allow them freedom to choose the process of completion. In practical terms this could be the hours they choose to work, where they do their work, and often who they include on their individual team. 

When you allow people to script the “how” they are more motivated to complete the “what”. People need space to create. They need to have input into the process of completing the vision of the team or organization.

Give people a Freedom Pass. It’s the new math of leadership. 

Your Life Can Change In One Day


One day Moses was tending the flock of his father-in-law, Jethro… (Exodus 3:1)

It apparently began as a normal day for Moses. In the morning, Moses set out, as he had many years, to tend to his father-in-law’s flock of sheep. Shepherding was a dirty, thankless job, but it was Moses’ livelihood and so in typical fashion, he began another day’s work. As the story goes, however, it was not a normal day for Moses. This particular day would change the course of Moses’ life forever.

If you know the story in Exodus 3, this was the day Moses met God in the burning bush.

This was the day God recruited Moses for Kingdom service. This was the day Moses became the chief representative for God to the Israelites. Beginning this day, Moses led the people out of Egypt towards the Promise Land. Along the way, God used Moses to lead the people through a parted sea, deliver the 10 Commandments, and feed the people with manna and quail.

Oh yea, and Moses got to speak to a rock and watch as water poured out also. Moses life was never the same from this one day forward.

The story of Moses is a great reminder to me of the power contained within a day.

In one day, a life can be changed. One change of direction can alter a person’s future for good or bad. One new resolve, one decision to do the right thing (or the wrong thing), or one personal conviction can alter the outcome of a person’s life in positive or negative ways.

This thought really leaves me with one question for you:

How are you allowing your “one days” to shape your life?

Is there something in your life you know you need to be doing, some change of direction you need to make, some new commitment, but so far, you have not been obedient to what you know to do?

Could this be a day you surrender to the will of God for your life?

Will this be the day you begin to head your life in the direction you actually want it to end?

Will the resolve you make today carry you towards the vision you have for your life?

Life altering decisions usually begin “one day”.

Is this your day?

7 Times the Speed of Change Can Be Faster than Normal


Change takes time. There are no “quick fixes” in the world of change leadership. I’ve seen many leaders try to rush change through only to destroy themselves, the organization they are trying to change, or the change they are trying to make.

There are occasions, however, when the speed of change can change. There are unique opportunities where change can be introduced and implemented quicker than other times. The leader should be careful to strategically plan each change, but taking advantage of these times can help facilitate change faster.

Here are 7 times the speed of change can be faster than normal:

When the leader is new

The honeymoon period is real. Honestly, from my personal experience, I believe the period is becoming shorter than it may have once been. I don’t know how long this period ultimately lasts – perhaps only a few months or up to a year – but some change seems almost expected in the beginning days of a leadership position. Granted, this is not “major” change, but certainly some changes can be made quickly. Use wisdom here.

When the change is imminent

There are times when everyone agrees something must be done. When a needed leader unexpectedly resigns, for example, no one likely questions the change in staffing to hire someone new. When “it is what it is” there is an expectation to make a change. Take advantage of these times to introduce healthy, smart change. Many times people overreact during these periods. Wisdom is still very important. These changes often set precedents for future change.

When the organization is new

In the early days of an organization, time can move quickly. Everything is new and so change may come rapidly. I experienced this in church planting. Change is almost an expected part of the process.

When there is a crisis at hand

I’ve seen this in government, the church and among individuals. When something happens which shakes the core of your being and scares people they’ll be more accepting of any change which seems to protect them. (Warning: Sometimes these changes are regretted once emotions heal.)

When there is overwhelming support

There are times you can move swiftly simply because the support is overwhelming. Momentum for change is often fueled by public opinion. It should be noted, this can be dangerous if the change isn’t good long-term or is emotionally driven, but the point is public opinion does impact change.

When situations are beyond control

Sometimes you can’t do anything to stop needed change. When government, or other powers, demand change, you can rebel or you can change – often quickly. You may not agree with the change forced upon you, but may have to react faster than you expected.

When you aren’t concerned about the outcome

There are times when the results simply don’t matter much in the scheme of things. We schedule baptisms almost any Sunday, for example. Sometimes we may not have a baptism scheduled, but knowing baptisms help fulfill our key function as a church, we will quickly change our schedule to accommodate. Some changes are so in support of your vision you simply make them as soon as an opportunity presents itself.

There are probably equally good illustrations for refusing to make change quickly. (There are probably even 7 of them.) Feel free to share them with me and my readers.

When have you seen the speed of change change?

10 Ways to Help Your Spouse Transition to a New Position

Young couple unpacking cardboard boxes at new home.Moving house.

In a previous post, I wrote about the emotions of a pastor or leader’s spouse during a time of ministry transition. You will need to read the post HERE for this post to make complete sense.

The post resonated with several who are dealing with this issue. My post was to bring awareness to those emotions, but as I expected, it generated questions.

People wanted to know how – how do they help their spouse transition?

Great question. I don’t have all the answers, but I have some.

Here are 10 ways to help your spouse in a job transfer:

Celebrate what they are doing

Many times your excitement will seem to diminish what your spouse is doing. I was talking to a young pastor recently who is experiencing great success in his new church. At the same time, his wife is watching their children. I reminded him that changing diapers on the children he loves is just as powerful. He knew that, but he needed a reminder to celebrate this fact.

Help them explore and pace themselves

Eventually, the spouse needs to find their own identity. It will take time. Allow them the freedom to do so, even if this means you have to keep the children or do other responsibilities some so they can.

Don’t lock them into your world

Don’t dictate their ministry. My wife and I are partners, but she is not me. Nor am I her. Her interests and mine are different. And, it’s okay. It’s actually by design. She makes me better. And, in a much smaller way I’m sure, I make her better.

Listen to your spouse

This is always important, but even more so in times of stress or change. You’ll be busier than ever. But your spouse will need you – more than ever. Listen. The practice will serve you and your marriage in the days ahead.

Let them grieve

They may mourn over the separation from friends. Especially if it was your job for which you moved, they may be more likely to miss the old house. They may complain at times the supermarket isn’t as easy to navigate or the conveniences of the city are not as good. It’s a part of the acclimating process. Give it time.

Be conscious

It won’t be the same. It probably never will be. Each of your roles will be different. You will have different friends. Your schedules may be altered. Your routines will change. Be conscious this creates stress in people and relationships.

Be present when home

When you finally get home 1 be fully home. Shut down. Have some times where you quit everything work related and be with your family. Give your family the attention they deserve.

Celebrate your new area

Explore the new city together. Discover the hidden gems and be a tourist for a while. (I wrote a post about how to acclimate to a new city HERE.)

Keep your spouse informed

They will naturally feel somewhat isolated from your exciting new world. Don’t promote this emotion because you’ve excluded them from it. Make them feel a part of things as much as you can by giving her details of your day. I realize requires more patience, but during transition the spouse needs to be even more a part of your day they missed.

Be patient

It may take longer for your spouse to acclimate to the new environment than you think it should. This is okay. Your spouse is not you. Don’t expect them to respond to change the same way you would.

Those are my suggestions. If you’re in a time of transition, for the good of your marriage and yourself – be intentional!

Have you transitioned a position recently? What recommendations do you have for dealing with your spouse’s response?

The Emotions of a Pastor or Leader’s Spouse in Times of Transition

man woman talking 2

When I’m talking to a pastor or other leader who has accepted a new position or is in a time of transition – after I hear the excitement in their voice of what they see God doing – I almost always ask the same question:

“How is your spouse dealing with the change?”

There is usually a pause, followed by an “umm” of some sort, then a statement such as, “She/He seems to be doing okay.”

Push a little more (which I usually do) and I’ll hear something like:

It’s been harder on him/her than I thought it would be.”

Pushing even further, I might hear, “I don’t understand why he/she is not as excited as I am. We agreed this was what God had for us.”

Many times, when the leader is honest, the transition hasn’t gone as well for the spouse as for the pastor. It will likely come in time – if given time – but for now, the spouse is simply not as excited about the change in positions as the one who made the change in career is.

Why is this?

I like to encourage pastors and other leader to remember their spouse’s emotions in the process of transition. The person who moved to a new opportunity has found their center of gravity and purpose. Most likely the spouse will feel a sense of loss and have to look for theirs. It takes time.

Often a new pastor, for example, comes home at the end of a long day and has something exciting to share every time. Things are moving, changing, challenging them daily. Even on days things aren’t going well – they have drama in their day they can’t wait to share.

Many times, right now, the spouse has days which look the same.

You come home pumped at what God is doing, so naturally you share your enthusiasm with the one you care to share with the most – your partner in life and ministry.

But, if you’re not conscious of your spouse’s emotions, depending on their state of mind, they may hear, “My life is exciting. Yours is boring.”

Or worse, “My life has meaning. Your life has none.”

Granted, you are not and would not think those things – and would never want your spouse to think you do – but emotions are high in times of transition. Don’t be surprised if they produce irrational thoughts and actions at times. This is part of change.

Your spouse moved from friends and has to learn who to trust again. They may even be more relation-centered emotionally. Their heart may transition slower. The roles they held in the church or community haven’t been replaced yet.

You moved forward in your career and passions. Many times hers took a step backward. Or, at least, seem to have for now. This will change in time, and the spouse probably knows this intellectually, but emotionally they feel a sense of loss which will take time to replace with a sense of purpose equal to yours.

The key is to remember your spouse is an individual person, with individual needs for a sense of purpose and accomplishment. Failure to acknowledge this and be sensitive to it is not only unfair it can damage the relationship and slow the process of acclimating in the transition. 

In a future post, I’ll share some specific thoughts on helping your spouse find their center of gravity in a time of transition. Stay tuned.

My 7 Part Strategy for a New Leadership Position

Man with disorderly business plan on wall.

Whenever I enter a new position, I want to be strategic. The first couple years in my new position were challenging and fun at the same time. I met so many wonderful people, but there were more opportunities than time it seemed.

It has proven to be a great ministry assignment. I thank God for the opportunity.

Since beginning, I have been asked repeatedly what my strategy was for the opening days. If you know me at all, you know I’m pretty strategic.

Here were 7 elements of my strategy for the beginning days:

Got to know key leaders

I tried to get to know the staff and key influencers in the church. I believe God uses the influence of others to build His church, so I wanted to know who I would be working with in the days to come. Think of it this way – if Moses was implementing the “Jethro method”, his primary energy would need to be communicating and investing in those leaders he enlisted to lead others. I used this approach. If I hoped to make any substantial changes I knew I would need these influencers support.

Let people get to know me

For an introvert it was exhausting, but I was very visible in the early days. In fact, in my ministry I’m usually always very accessible, just as I am online. I have written before (HERE) I may not always be available but I can always be accessible. I wanted people to feel comfortable with me and trust my leadership, so I think they needed to see me frequently – even more so in the beginning days of my pastorate.

Set my initial vision

People wanted to know where I was going with my leadership. I set an initial 7 part vision for the people. I really wanted 3 or 4 initial initiatives, but I landed on 7 – because all these seemed important. They were all things I was passionate about implementing. Some got started faster than others – we are really just seeing a couple of them come to fruition – but the church seemed anxious to get behind all of them. And, just to be clear, I didn’t lead all of these initiatives, but I was the chief vision-caster for them.

Identified quick wins

I looked for some things I could immediately impact and change for good. These were things I believed everyone could agree with, didn’t require a lot of resources or long debates. There were a few minor paperwork nuisances which impacted staff morale I changed immediately, for example. I invested energy in some areas of ministry which never received a lot of attention, but motivated people. I re-energized some areas the church had previously been excited about, but weren’t seeing much excitement about currently.

Did the unexpected

It seemed like such a small deal, but I roamed the balcony on Sunday mornings. It took a little more time, but it proved to be a big deal. I talked to the person who would be changing my slides on the screen prior to the service. This was a surprise to them. They said it had never happened before, but it proved to be a big deal. I roamed the halls of the offices during the day, walking into people’s offices, and allowing drop-ins to my office when I was available. All unexpected, but it brought very positive feedback.

Paced myself

I realized I’m only one person and although everyone wanted some of my time and there were more ideas than we could ever accomplish, I knew I would burnout if I didn’t pace myself. This meant I said no to some things – really many things. It wasn’t easy to say no to such eager people, for me or them, but I knew it would prove best in the end if I was able to last for the long run.

Moved slowly on the biggies

Being honest, there were some big items I knew I’d like to change immediately. I had enough prior experience, however, to know some changes are too big to launch quickly. I could have. I was in a honeymoon period. I could probably have “gotten away with them”, but the people didn’t really know me yet. I might have won a battle, but I would have lost the war. (To be clear, there wasn’t a battle – just using a cliche.)

Ever been the new leader or the new pastor? What advice do you have for me?

5 Questions to Ask When Facing Rejection as a Leader


When I started an insurance business from scratch, I made hundreds of cold calls. Lots of people told me no. I’ll be honest, I hated this part of starting the business, but in time I got accustomed to rejection. It still hurt sometimes, but I learned it was a natural part of successful selling. I couldn’t get to a yes (which paid the bills) without a lot of no’s. 

Life is this way also. People aren’t always going to buy-in to what you’re selling or presenting. This is never more true than as a leader. No one is going to love every idea you present. 

Leaders lead to somewhere they are hoping will be better than today. But, this in lives change – and there is always tension with change. Always.

And, for the leader – part of their success may be their tenacity through rejection.

The fact is no one likes rejection.

Your proposal. Your product. Your presentation.

You love it. You believe in it. You want it to go forward. How could anyone reject what you’ve put your heart into?

It’s difficult not to make rejection personal, but it should be understood rejection isn’t always against you. Many times – maybe even most times – people reject because of their own level of comfort or acceptance of whatever they are rejecting.

When my ideas are being rejected, I like to ask myself some questions.

Here are 5 questions to ask when facing rejection:

Is the rejection based on truth?

Many times rejection has no basis of truth. People may reject because of their own misunderstandings or their unwillingness to accept something new. If you are selling a product, they may not want what you have to sell. This doesn’t necessarily mean you have a poor product, it simply doesn’t match their needs. 

And, then, there are rejections based on truth. The idea you are proposing is not good – or it has some flaws. You need to hear this rejection – discernment is a huge part of leadership. Be willing to listen and learn. If you will allow it, their rejection may actually make your idea better.

Is the rejection about you or your presentation?

If it’s personal rejection then it’s a bigger issue, but if it’s rejection of something you only represent then it should be viewed differently – not taken personally. You’re simply a messenger. This goes for a product you sell or a Gospel you tell. If someone rejects the Gospel they aren’t rejecting you as much as they are God. Let Him deal with rejection. 

If rejection is about you may need to ask yourself bigger questions, such as: Am I too pushy? Do I have a caring approach? Do others genuinely think I care for them? How can I communicate the importance of whatever I’m proposing, without devaluing them or their opinions?  (You may need to get coaching and insight from others if your ideas are constantly rejected because of your approach.) 

Am I the wrong person to present the idea?

Sometimes rejection comes because you’re not an opinion which matters to them. This may sound harsh, but you weren’t called to minister to or lead everyone. A mentor once told me to find my affirmation among the people God sent me to minister to. Great advice. As a church planter, I would have many ideas (ideas dealing with methods, not theology) which were easily rejected by people in established churches. But, they weren’t to whom God had called me to minister. Why should I be bothered by their rejection? 

I’ve learned I’m not always the one to propose something to an audience. I’ve had ideas, for example, which I believe could make our community better. I’ve learned those ideas are often more easily accepted when I can get some seasoned business or community leaders excited about them first. Their opinion often matters more than a pastor who has only been in town a few years. The same is true in the church. Some ideas come better from a volunteer than a paid staff member. 

Is the rejection permanent?

Sometimes people say no – even many times – before they say yes. They have to warm up to the idea. They need to process it in a healthy way. I’ve found these people often become the best supporters, because they have wrestled through their objections first. 

Persistence often makes the difference with great salespeople – and some of the best leaders. No one likes a pest or someone who can only see their ideas as valuable, but don’t be quick to dismiss an opportunity after initial rejection. It may prove to be the best idea ever if you wait. Timing is often everything. 

Is the rejection based on a part or a whole?

This can be huge. Did the rejection have more to do with the overall idea or just some aspect of the idea? This is where you have to learn to ask good questions, know your audience, and be willing to compromise on minor issues and collaborate on major issues. This is where good leadership is necessary. You may have to educate people on what they don’t understand. You may have to allow input to make the idea stronger and more acceptable. If it doesn’t impact your overall goal or mission, be willing to listen, learn and make the final result even better. 

Rejection doesn’t have to mean the end. Instead, it could only be an obstacle and be used to improve things in the end. The best destinations are met with many roadblocks. Standing firm through the rejections are a part of good leadership. 

7 Vital Steps Prior to Implementing Major Change

businessman stand on road which separate 2 way of change or same.

As a pastor and leader, I am continually dealing with change. Everyday. Change is a part of life – for all of us.

Some change occurs without us doing anything. In my context, we adjust our Easter calendar every year – without much thought of whether we will or not. Sometimes it’s in March – sometimes April. And, there is nothing we do to influence this change. There are lots of other examples of this.

Some change is so routine it requires little thought or preparation by the leader. For example, leaders will move and new leaders will replace them – almost naturally over time. If you’ve been in leadership for very long at all you’ve probably seen dozens of leaders in the organization change.

But, when making major change – change which impacts everyone – change which may be controversial – there are some steps to take before you begin to implement the change. Failing to understand this or do most or all of these, in my experience, could derail the effectiveness of the change.

I am going to share steps I take. You may have a better system in place. If so, please help me learn from you. But, certainly steps must be taken in advance of major change. It’s naive to think otherwise.

Here are 7 steps before implementing major change:

Establish trust authority.

I wrote about this principle HERE. Leaders shouldn’t attempt to implement major change until they have enough trust of the people to solicit the support necessary for the change. You will need people to follow your leadership and this requires an established relationship of trust. Leaders need to be careful not to move until ample trust is in place for the size of the change – and knowing when this is in place takes years of practice and lots of people speaking into the process. This doesn’t mean people will trust, or even like, the change, but it does mean they have trust in the leader.

Personal confidence and conviction.

Check your heart. Have you prayed about it? Do you sense any reason you shouldn’t do it? In my experience, God gives tremendous freedom to us in how we carry out the mission. This is why there are hundreds of styles and structures of churches all carrying out the same Great Commission. But, before you do anything else, make sure you are in this enough to see it through. Would you be willing to fight the naysayers on this one? Are you willing to lose people over it? I’m not saying it will come to this, but it is the level of commitment you need to have before you introduce major change.

Leadership in place.

Make sure you get buy in from those who will most likely end up implementing the change. Personally, I’m seldom willing to move forward if the staff or key volunteers I’ve surrounded myself with don’t believe in the change. There may be times I need to vision cast better and help them see the need, but their support is critical if major change is going to be successful.

Use a focus group.

On major changes, I like to bring in a group of people who are generally supportive of my leadership, but represent all the major groups within the church. I cast the vision for the change, get their feedback and answer questions. Again, they may or may not immediately agree with the change, but I know they will be a respectful audience. I always tell them as a leader, I will have to follow the direction I feel God is leading me, but I value their input in the process of discernment. (And, I genuinely do. Make sure you are open to this as a leader.) This step always makes the change better by their input and helps build a base of support for the change.

Do a stakeholder analysis

I wrote about this concept HERE. I try to know the most interested and influential people in the particular change. We attempt to reach out to them first. Again, this step builds support among influencers and usually further enhances the change with their input and hopefully their support. Many times this group become supporters of the change, or at least they don’t work against it, because they feel included in the process. (Again, leader, make sure you are open to this input. You need people to make any change effective. The more buy-in you get early the more effective you will be.)

Major questions are answered.

(Or a plan to get them answered.) One of my goals is getting as many answers to questions as possible on the table before the change is implemented. We can never anticipate all the questions or scenarios which will arise, but the more we can address them in advance the better prepared we will be to handle them when they do. In each of the groups listed here, I always ask what questions are in the room and what questions they may sense others will have.

Plan a timetable for implementation.

It is impossible to do this perfectly, but having a planned approach to implementing the change makes the change more successful. This needs to be planned, as much as possible, before the change implementation begins. People WILL ask this question. Be realistic with your timetable, but don’t be afraid to let it stretch you either. The best change requires an element of faith.

Those are some of the steps I think through before making major change. As a pastor, I know God has called me to lead a church – with an unchanging mission and message – which will always need to be changing methods as the people we try to reach our changing. Refusing to change simply diminishes our effectiveness and shortens our lifespan as a local church. The more I can do to prepare people for change, the more effective that change can be.

Any steps you would add?

5 Times Change is Hardest to Lead


Change is hard – almost always. Sometimes change is harder than other times. And, it’s then where leadership is tested most, tensions mount and people are more likely to object.

In my experience, if a leader knows these times it helps prepare to approach the change.

Change is necessary. While change may produce conflict, without change there will also be conflict. When people sit still – when growth stalls – people complain. Therefore, since change is necessary and inevitable, understanding these scenarios before we attempt change may help us lead change better.

Here are 5 times I’ve discovered that change is hardest to accept and implement:

When there hasn’t been change in a very long time.

Change becomes more comfortable when it occurs regularly. When nothing has changed for a period of time, people feel even more uncomfortable and are likely to resist more. Leaders in this scenario should make smaller changes to get small wins to hopefully spur hunger for more change – or at least stretch the comfort level for change again. Ease into it.

When there isn’t a culture of change.

Sometimes people are conditioned against change. Imagine a work environment where everyone wears the same colored pants and shirt every day. Black pants and white shirt uniforms. Remember IBM? I was raised to believe they had “uniforms” of black suits and white shirts. Apparently, they never had a policy of a strict dress code. It just sprang up as culture. Changing the IBM culture took years. When the culture is sameness, leaders often have to address culture before they address change.

When the vision for change isn’t abundantly clear.

This doesn’t mean people will always agree with the change even if it is clear. Some people never agree with change – any change. But, when there doesn’t appear to be a compelling reason for the change, opposition is more likely to occur. Good leaders help people understand the why behind the change as much as possible. It would be better to over communicate than under communicate.

When there isn’t an obvious or capable person to cast the vision and lead the change.

People follow leaders they trust. It is vital when implementing change that a leader be in place who can carry the charge for the change. In cases where there is not a clear person to own the vision of change, I usually back away from the change until the leader is in place.

When the risk seems bigger than the return.

By definition, faith moves us into the unknown. When we can’t discern the return on the risk we are more likely to object. While this needs to be understood, it should also be understood that anything of value requires risk. Obedience to God requires faith. Every time. So the greatest things we can achieve in life will almost always appear to have bigger risk than the return we can see in the beginning. Good leaders challenge people beyond their level of comfort. Leadership is the tension between the comfort of where we are and the potential of where we could be.

Again, none of these are reasons not to change, but understanding these can certainly help us better navigate through change.

What other reasons have you noticed that make change especially difficult?