7 Ways I’ve Made Leadership Easy – And Learned to Make a Rhyme Along the Way

easy street

Leadership is easy. Seriously. All these years I’ve tried to complicate things. It’s really more simple than I imagined.

Once I discovered how easy leadership could be – my life even began to rhyme more.

See what I mean.

Here are 7 ways I’ve made leadership easy:

I’m no longer taking people where they don’t want to go.
Choosing instead to leave things status quo.

No more do I challenge worn out ways.
I’m simply embracing the good ole’ days.

I cave into critics, giving them the win.
I roll over easily – with a passive-aggressive grin.

I keep my voice silent, on issues which could divide.
Rather than build consensus, I pretend to enjoy the ride.

Popularity is my primary goal of the day.
Following the crowd or what the masses say.

I’ve quit pursuing my God-given dream.
These days I allow mediocrity to stifle the team.

I’ve stopped stretching people with new goals.
I’m simply ignoring the organizational holes.

See. I’ve discovered easy leadership. And, it rhymes, too. What more could people want?

Can you add a rhyme or two?

That is – if you can make leadership easy like I do.

5 Ways to Lead When You’re Limping

limping man

This is an encouragement to those who are limping in leadership.

I entered ministry after a long career in the business world. I had significant life and leadership experience, but honestly, some of it was learned through tremendously painful experiences. Not only did I not have the pedigree of most pastors, it was actually following a sizable business loss – where we were forced to sell our business and basically start over financially – where God called me into ministry.

I entered ministry limping.

The truth is, the best leaders I know have a limp of some nature. It may not be visible, but if you are around them long, they will display remnants of a previous injury.

They may have had a failure which crippled them for a season. They may have messed up. They may have made a mistake. They may have lost their way. They may have been injured by others. And, as a result, they may have even been tempted to quit, but they pushed forward, never to be the same again.

If this is your story – if you have a limp and you’re in leadership – I have a few suggestions.

Here are 5 ways to lead well when you have a limp:

Don’t hide your limp.

There is most likely a younger leader around you who feels they’ve lost their way – or will some day. They need your guidance. They need your encouragement. They need to see by example they can get up again and move forward. You don’t have to wear a sign around your neck or tell everyone you meet about your limp, but you shouldn’t pretend it isn’t true, either. Your story is your story.

Your limp may be God’s way of keeping you humble. Rahab of the Bible never lost her title as a harlot, even in the faith chapter (Hebrews 11). It reminds me the past is my past – I can’t change it or hide it, for long. A great leader never forgets where they came from.

Don’t be a martyr!

No one enjoys a complainer or someone who is always making excuses. You suffered a failure. You had a setback. You made a critical error. You sinned. Others sinned against you. Don’t wallow in your misery forever. It’s not an attractive characteristic in leadership. One of my favorite verses for those of us who limp is Ecclesiastes 11:3. Look it up – recognize it’s true – and deal with it. It’s what you do after you fall, which matters most.

Allow it to strengthen you!

You have two choices with a limp. You can allow your limp to make you a better person and leader. Or, you can let it keep you from ever being whole again – and never realize your full potential. Grace is available if you will receive it. There may be forgiveness you need to seek or extend. You may need to do other “right things”. But, let your limp strengthen your leadership abilities, even if it’s simply learning what not to do next time. Most of us learn more in the hard times than the easy times. Most likely, you will also.

Be empathetic.

There is nothing worse than one with a limp refusing to recognize others who limp. Always remember others have struggles too. If not now, they will. They’re finding their way, just as you did. Extend grace as grace has been given to you.

Keep limping across the finish line.

Don’t give up. Great leaders proudly limp to victory. They cheer on others who limp. They steadfastly keep going towards the goal. And, in the process, they encourage a lot of people and accomplish great things. 

Limp well, my friend. Limp well.

Are you leading with a limp? How has it shaped your leadership?

7 Signs of a Weak Leader (Or Pastor)

Rope about to break, a stress concept

A youth pastor emailed me. He’s frustrated his pastor continually caves into pressures of a few leaders in the church. They are not supportive of the youth ministry, even though it’s the fastest growing area of the church.

The complaint they have? The ministry is costing far more than it brings into the church. Young people are coming to the church in growing numbers, but without their parents. Young people don’t usually contribute to the church, so it’s causing an issue with some of the deacons.

The pastor was involved and supportive in the expansion of youth ministries and the church is financially sound, but a few deacons consider it an “unprofitable” ministry.

The pastor’s solution? Cut back on the youth ministry expenditures to keep the deacons happy.

I’d love to tell you this is an isolated issue, but I’ve written about these type situations before. Obviously, I don’t have all the facts, but based on what I do know, it sounds like the pastor is a weak leader.

And, I hate labeling a pastor weak on anything. Certainly I’ve been week on many things. Preaching. Shepherding. Staff development. And, yes, leading. You name it – I’ve been weak.

But, we have to label the problem before we can hope to find solutions.

Have you ever known a weak leader? They’re usually easy to spot.

Here are 7 signs of a weak leader:

Runs from conflict. They avoid it at any cost. They usually say what you want to hear. They are passive-aggressive. They cave to the loudest voices. They disappear when trouble develops. You’ll never see them in the crowd when there’s a controversy looming. They hide better than they engage when people are upset about something or things aren’t going so well. 

Hides all flaws. They have a lot of excuses – and, they often pretend to know it all. They don’t want you to know the “real” them – the them which may be lacking in some area. They will “try to” make you think they have it together more than they really do – and, you might believe it – for a while. These leaders are often afraid if they appear to be weak (how ironic) you may not respect them – or they might even lose their job. 

(Of course, wise leaders learn to build a team which can bring strength around their weaknesses.)  

Can’t accept criticism. They don’t take well to correction. They pout. Get angry, perhaps – may even seek revenge. 

Quick to pass blame. They can never admit a personal mistake. They are consummate fault-finders. It’s always someone else’s error. It’s the economy, or the culture, or the lack of volunteers. They keep people under their authority by labeling others with the faults of the organization. In fact, according to a weak leader, you probably couldn’t do “it” without them.

Leads by control. They want you to believe they’ve “got this”. They don’t, but it feels better to them than the alternative. They keep people under their authority, never empower, and seldom delegate, because they are afraid of losing their power position.

Shies away from difficult decisions. They can’t make the hard calls. They can’t lead in a new direction because the opposition will be too strong for them. They stay in the safe zone – sameness is their friend. 

Appeases critics and complainers. The louder you are the more likely a weak leader will cave to your demands. They don’t want you to be unhappy – especially with them.

I sound rather harsh towards a weak leader – don’t I? But, as I said, I’ve been – and sometimes can be – that leader. I share this as a check for our own leadership. We need strong, capable leadership – especially among our people of faith. Let’s lead. Let’s lead well. Let’s “stand firm” and “let nothing move us”. (1 Corinthians 15:58)

What would you suggest this youth leader do?

7 Enemies of Organizational Health

chess play

I love organizational leadership. I especially love attempting to lead healthy organizations. I have been in both environments – healthy and non-healthy. I prefer healthy.

If truth be told, I’ve probably been the leader in both extremes. And, there are seasons when every organization is healthier than others.

Over the years of leading I’ve observed a few things which can be the enemy of organizational health. They keep health from happening and – if not dealt with – can eventually destroy an organization – even a local church.

Here are 7 enemies of organizational health:

Shortcuts – There are no shortcuts to creating a healthy organization. I’ve known leaders who think they can read a book, attend a conference, or say something persuasive enough so everything turns out wonderful. Organizational health is much more complicated. Success is not earned through a simple, easy-to-follow formula. It takes hard work, diligence and longevity. Leaders must be committed to the process through good times and bad.

Satisfaction – Resting on past success is a disruption to future growth, which ultimately impacts organizational health. When an organization gets too comfortable – boredom, complacency and indifference are common results. The overall vision must be attainable in short wins, but stretching enough to always have something new to achieve. 

Selfishness – Organizational health requires a team environment. There’s no place for selfishness in this equation. When everyone is looking out for themselves instead of the interest of the entire organization – and this starts with the leader – the health is quickly in jeopardy.

Sinfulness – This one is added for those who feel every one of my posts must be spiritual. (Just kidding.) Seriously, healthy organizations are not perfect (and we all sin), but it doesn’t matter if it is gossip or adultery – sin ravages through the integrity of the organization. When moral corruption enters the mix, and is not addressed, the health of an organization will soon suffer. This is why it is so important a leader stays healthy spiritually, relationally and physically.

Sluggishness – Change is an important part of organizational health. In a rapidly changing world, organizations must act quickly to adapt when needed. Some things never change, such as vision and values, but the activities to reach them must be fluid enough to adjust with swiftness and efficiency.

Stubbornness – Let me be clear. There are some things to be stubborn about, again, such as vision and values. When the organization or it’s leaders are stubborn about having things “their way”, however, or resistant to adopt new ways of accomplishing the same vision, the health of the organization will suffer. Most people struggle to follow stubborn leadership, especially when it’s protecting self-interest rather than organizational interests.

Structure – As much as we need structure, and even though we should always be working to add better structure, bad structure can be damaging to organizational health. When people feel they are being controlled by rules, more than empowered by their individuality and passions, progress is minimized and growth stalls. People become frustrated under needless or burdensome structure. 

What enemies of organizational health would you add to my list?

 

5 Questions to Ask When Facing Rejection as a Leader

Rejected

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. 

10 Things Which Drive Me Crazy in Leadership

aaargh!

There are some things in leadership I could honestly say I despise. Ways people behave. Things they do. I should note – not the people involved in them, but the actions.

And, I have probably been guilty of some of these also in my career. But, I hate when I did them as well.

Perhaps you have your own list, but this is mine.

Here are 10 things which drive me crazy in leadership:

Responsibility without authority – If you ask someone to lead something – let them lead. Don’t make them jump through humps, constantly come back to you for approval, or second-guess everything they do.

Small-mindedness – I like big dreams and those who dream them. I’ve never once out-dreamed God. Neither have you.

Naysayers – There is always someone who says it can’t be done, it hasn’t been done this way before, or no one will support your idea. Listen to wisdom, even constructive criticism, but don’t fall for the person who has never met a good idea in their life.

Laziness – Not only is it a sin, if it is allowed to fester it can be contagious or disruptive to an organization. I believe in protecting my Sabbath. I have learned and teach on the need to protect our soul – to rest – but, work is work. And, we there is much work to be done.

Settling – Even if it involves conflict, I want to push for best over mediocre. Settling eventually means no one wins and everything stalls.

Popularity seeking – Leaders who say what they think people want to hear in order to be liked – it drives me nuts. (I’m not even sure these types are technically leaders.)

Power hunger – Leaders who are easily threatened by others or who always try to control others limit people and organizations.

Caution out of fear – Some leaders refuse to take risk. They take the safe route every time – especially when pressure rises against them. Personally, I prefer a bold faith every time.

Bully management – Some leaders get their way from force. They beat people into submission, are never satisfied, or badger people to perform. This has always seemed like cowardly leadership to me.

Passion squelchers – I’ve known leaders who never liked a new idea – unless it was theirs. They prefer to say no to people more than yes. Drives me crazy. Leaders should energize others to realize their dreams, not stifle them.

What are some things you despise in leadership?

7 Leadership Lessons from Kenny Rogers’ Song, The Gambler

card player gambling casino chips

Kenny Rogers made a song famous a quite a few years ago called The Gambler. Perhaps you remember it.

To my knowledge I’ve never really gambled in my life. I’m not even a very good card player, but the song is easy to get stuck in your head. Beyond a catchy tune, the song tells a story of a young man learning as he watched a season gambler.

While I don’t endorse becoming a professional gambler, I do endorse learning from those who have learned from experience.

Every time I hear the song I think there are a few really good leadership lessons in it. Some of these I’ve learned by experience – the hard, but valuable kind of lessons.

Here are 7 leadership lessons from the Gambler:

You got to know when to hold ’em

There are sometimes in leadership when you know you’re right, even when everyone else thinks you’re wrong. In those times, follow your heart, your gut, and the Holy Spirit of God. And, remember, God has not given us a spirit of fear.

Know when to fold ’em

You can’t win every battle. I’ve learned this one the hard way. Sometimes you are better to forfeit your right to control a minor issue so you retain your right to control a major issue. Don’t lose your leadership credibility over an issue of little lasting consequence.

Know when to walk away

There are better people on the team than me to make certain decisions. I have had numerous situations where I was asked to make the final call, but I knew little about the subject. I have often “walked away”, giving over the decision to others on the team. This doesn’t mean I’m void of responsibility, but I believe in my team enough to trust them with authority.

Know when to run

There are times to run away from something and times to run to something. When it comes to issues, such as moral improprieties, get away from them as fast as you can. Avoid the appearance of evil. On issues where you know God has clearly called you to something, run to it fast, by faith, regardless of your fears or reservations.

You never count your money when you’re sittin’ at the table

You do the best you can to plan for a Sunday, an event, or a project. Give it everything you’ve got. Then don’t worry when you get there if the crowd is less than expected. Deliver everything you planned to deliver if the crowd was twice or four times the size. (We saw this principle lived out at a couple of our Easter services this year.)

There’ll be time enough for countin’ when the dealing’s done

There is a time to evaluate. You should always ask what you could have done better. Never settle on a plateau, but keep getting better. The gambler always did. (You know he practiced his poker face in front of a mirror.)

Knowin’ what to throw away and knowing what to keep

Leadership includes a lot of balance. You have to discern good from bad, better from best. You have to choose the right leader for the right position. You have to judge timing for change and know when to spur momentum. It’s often the weighing of options. It often seems “every hands a winner and every hands a loser”.

It’s been several years since I first shared these thoughts. I’ve edited them some and hopefully made them stronger. One comment to the post mentions the idea of a poker face not being necessarily a good leadership trait. And, I agree and disagree to some extent. Certainly authenticity is necessary in good leadership. There were times in business where I wish I had shared out struggles more with people who worked for us. At the same time, the leader has to be able to display calm under pressure. When the leader panics – so panics the team.

Finally, this comment is for legalists in my life: Please understand I’m not endorsing gambling, just using it as a backdrop for a post on leadership. Love ya! 🙂

7 Things I Learned about Leadership from a Poor Management Experience

teacher-ruler

Years ago I was working in retail. I was in college, but serving in a junior management for a large department store. I was responsible for ordering the basic items in my department, making sure we were always in stock with regular sellers. One of those items was a collar extender.

(I don’t know if those are even used anymore, and I never used one personally, but basically it was a metal button extender which hooked the button and extended a new button further – allowing a man to wear a shirt longer as the man grew larger by making the neck bigger. You know you wanted to know this.)

Anyway, we normally kept a couple boxes with 12 extenders in each in stock. When we had sold one box I was to order another box. They weren’t fast sellers, so it didn’t happen often. I noticed one day we were down to our last box, so I placed an order, but instead of ordering one box of 12, I incorrectly order 12 boxes of 12 – which was pretty much enough for a decade of extender sells.

I had made a mistake.

How did “management” handle the issue?

Well, I must admit, it wasn’t by using good leadership principles.

The morning after the arrival of our new case of extenders, a memo was sent to all area managers, in every department, throughout the store. It read something like this:

“From now on, all orders will need to be signed by a supervisor prior to completion.”

I was instantly frustrated, since I knew the memo was a direct response to my mistake. No one had said anything to me. I had not been reprimanded. It was never mentioned otherwise, but now we had a new policy, which affected everyone, because of my one error. (BTW, extenders retailed for $1.25 each back then.)

The new mandate slowed down the progress of everyone, because they now had to wait for approval before they could order basic needs. It was not accepted by other managers, proved to be more of an inconvenience than it was worth and soon no one practiced it at all.

What did this experience teach me?

Weak management never produces the desired result – and is never good leadership.  

How should it have been handled?

In my opinion, I should have been called aside, made aware of my mistake (to let me know they knew), and I be allowed to learn from the experience. If I continued to make the same error, which I never did again, then further action could have been taken.

The incident helped shape some of my leadership.

I should also point out these same managers who taught me this lesson from a negative impact it had on me also taught me many, many positive lessons in leadership and management. I’m drawing from this one, because it was such a valuable learning for me, but I don’t at all mean to devalue their other investment in me as a young leader. 

Here are 7 things I learned about leadership from a poor management experience:

Never send an email (today’s memo) to correct an action.

Address the person. Be relational. Do the hard work of confronting the real problem – even if it involves people. It’s the right thing to do.

Never over-react to a minor issue.

This was not a major expense to the company. Seriously, had they addressed it to me directly – I would have probably volunteered to buy the excess collar extenders rather than see a needless policy implemented. It ended up costing more in opportunity costs as needless work was placed on others, since they added another layer to the ordering process. 

Never make a policy to correct a single error.

Policies should be few and effective. When you use a policy to address broad issues when it’s really a singular issue you burden people with needless bureaucracy, which only stalls efficiency and frustrates people. This is never good leadership.

Never single someone out publicly who hasn’t been talked to privately.

Do I need to explain this one? Seriously. This pretty much goes back to the Golden Rule. Don’t do to others what you wouldn’t want done to you.

Never punish everyone for the mistake of one.

This is so unfair. It builds resentment among people who should consider themselves a team. It pits people against each other.

Never act like it’s not a big deal if you think it’s a big deal.

When my managers talked to me during this incident they acted like everything was wonderful. I recall one even joked with me when I came to work the day the “memo” was released. I felt very betrayed.

Never be so weak as a leader you fail to address the real issue, or the real problem, even if the real problem is a person.

This could be a major determinant of whether someone is really a leader or not. Leaders don’t shy away from the hard conversations. They realize these are necessary for the health of the organization and the individuals involved.

I am certain I have repeated each of these myself at times, but the experience truly did shape my leadership and management practices. The best thing this experience did for me was give me a principle I have used and often shared with other leaders:

If you need to slap a hand, bring a ruler and show up in person.

To use another word – LEAD.  

By the way, if you ever need a collar extender I know where you might can find one.

(In complete transparency, it’s been over 30 years and I don’t remember all the specific details of this incident. But, I know the basics of this story are true and it shaped me greatly. Most leadership principles are born this way.)

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

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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?