10 Tips For Leading Change

1. Define and understand your own reaction to change in order to compare it to the reactions of others.

Even the happiest of changes may cause a feeling of loss for what existed before. As a leader, perhaps you see that the change will save the company, enhance the product, diminish costs, or make the organization more competitive. But what will occur that is outside your own comfort zone? To be a leader of change, you must identify how the change will impact your own personal situation. What stresses will you experience that you will either consciously or unconsciously pass on to others? Will you also fear for the future of your job or your department? Will you survive, but see many of your colleagues go? Will you have to learn a new skill or move to a new location? Only if you take the time to specifically define your own reaction to change can you put yourself in the shoes of those you lead who will have their own reactions, fears, and behavioral fallout.

2. Involve those people who will be affected by change in both the planning and implementation process.

When change is dictated, resistance is the automatic response to the stimulus. Leaders are able to gain much more cooperation when they invite others to join the plan. Include them in figuring out how to implement change, even when they are obvious in their opposition. Co-opting the opposition is the best way to get their buy-in. Leaders may even end up with some better ideas for making the change work.

3. Communicate the vision so others can understand and buy in to the change.

The benefit of the end state must become the driving force to persuade employees to work through the agony of change. There must be something better waiting, and it must be visible throughout the pain. Often leaders have a vision that makes great sense. However, this bright future may not be shared beyond the inner circle. Failing to understand, employees feel uncertain as to why they must change and where they are going. Uncertainty itself can be more painful than change.

4. Share all possible information about change with the widest audience possible. When you think you have spread the word, start over.

In the midst of change, the best advice is, "Communicate, communicate, communicate.' Unless information is proprietary or may be helpful to the competition and harmful to the organization's success, it should be shared widely. lf employees understand why actions are taken, what is expected, and how the change will lead through the steps toward the vision, they are much more likely to come along on the journey. When employees do not have information, they are more likely to resist or even sabotage change efforts that appear to threaten their stability and security. When Lockheed and Martin Marietta began the merger process, the leaders of both organizations traveled to every major site and talked directly to employees. The message was carried in videotapes, written documents, and personally by leaders at all levels.

5. Explain the impact of change on individuals more than on the organization.

When the status of one's job is in danger, an employee really doesn't care about organizational success. At a time when GE was downsizing, employees were attending training programs at the same time that they were wondering whether their desks would still be there when they returned to their offices. Corporate leadership was talking about the need to slim down for future financial success, but employees were used to a culture in which they were GE employees for life. Productivity was significantly degraded while employees wondered about the personal impact, not the organizational impact, of the change.

A Word To The Next Generation Of Leaders

"Being a young, next-gen leader is a difficult calling."

You think differently than your more conventional colleagues. YOU CHALLENGE, REINVENT, AND MIX IT UP. You buck traditional models of leadership and you're constantly on the hunt for new ones. Many of your peers and elders in the ministry may not understand your calling.

Keep in mind a few things...

• It's important to see where other men have been. It is easy to stand on the sidelines and critique other people’s ministries. Keep in mind, you have not walked in their shoes or been where they have been.
  
  The mistake that too many young ministers makes is to assume to have superior knowledge over an elder in the ministry who has struggled to make something happen. If you honor those men and women who have tilled the ground before you, God will give you the fruit of their labors.
  
  
• Your greatest asset as a leader will be your mentors. Every Man or Woman of God is a product of the ministers who have invested themselves into their ministries. There is nothing new under the sun and you are not unique from those who have mentored your life. For good or bad, the Pastors and Mentors of your life have touched your ministry. You have been affected by each of them. You have learned things to do and things not to do in your ministry by observing them. Your love and honor to them will determine the level of respect and honor that will be given to your own ministry.

• Stay close to someone more experienced. We learn from those who are able to teach us. If you surround your ministry with people who are less experienced or knowledgeable than yourself, you will become “dumbed-down”. Find some ministers who are heavily involved in the areas of ministry that you feel called to work and begin to glean from them. These men and women are usually very open to teaching a younger minister the ropes.
  
  

12 Fatal Church Leadership Errors

The 1st Fatal Error:  No Clearly Defined Mission or Purpose

If people do not know and can’t offer a simple explanation to the questions, “Why do we exist, and what are we here to do?” they will not pour themselves into your lack of purpose indefinitely.

The 2^nd Fatal Error: The Wrong Organizational Structure

God designed every land dwelling creature over 7 inches in length to have a skeletal structure to overcome the downward pull of gravity. However the structure must always fit the purpose of the creature. You cannot do the work of the Church with an antiquated structure designed by yesterday’s business world. The Church is physical and spiritual, and its structure must fit God’s designed purpose. 

The 3^rd Fatal Error: Using a Shotgun to Hit a Distant Target

If you place a target 150 yards away and shoot at it with a shotgun then hitting the target becomes accidental. If you want to intentionally hit the target every time use a rifle with a scope. Your vision and supporting actions must be focused and intentional.

The 4^th Fatal Error: Containment

The best way to kill a church is to keep it contained in the four walls. Don’t let the message out. Don’t advertise. Don’t give to outside ministries. Stay away from media markets for telecasting services. Keep the people submitted and never release their ministries. Death will eventually come to such a church, but very few people will ever even hear about it.

Are You Stuck in a Rut?

Has your church replaced truth with tradition?  Have you done the same things for so long that neither God nor man could change things at your church? Do committees and programs substitute for the moving of the Holy Ghost? Has your church become boring and predictable? If so, your church may be stuck in a rut and may be unable to see a way out.

In his book, Rut, Rot or Revival, A.W. Tozer states,

"The treacherous enemy facing the church of Jesus Christ today is the dictatorship of the routine, when the routine becomes "lord" in the life of the church. Programs are organized and the prevailing conditions are accepted as normal. Anyone can predict next Sunday's service and what will happen. This seems to be the most deadly threat in the church today. When we come to the place where everything can be predicted and nobody expects anything unusual from God, we are in a rut.

The routine dictates, and we can tell not only what will happen next Sunday, but what will occur next month and, if things do not improve, what will take place next year. Then we have reached the place where what has been, determines what is, and what is, determines what will be. That would be perfectly all right and proper for a cemetery. Nobody expects a cemetery to do anything but conform. The greatest conformists in the world today are those who sleep out in the community cemetery. They do not bother anyone. They just lie there, and it is perfectly all right for them to do so.

You can predict what everyone will do in a cemetery from the deceased right down to the people who attend a funeral there. Everyone and everything in a cemetery has accepted the routine. Nobody expects anything out of those buried in the cemetery. But the church is not a cemetery and we should expect much from it, because what has been should not be lord to tell us what is, and what is should not be ruler to tell us what will be. God's people are supposed to grow. As long as there is growth, there is an air of unpredictability. Certainly we cannot predict exactly, but in many churches you just about can. Everybody knows just what will happen, and this has become our deadliest enemy."

Are You Trained To Fail?

“Have you been trained to fail?”  You have been trained in ministry to fail if you have been taught to do the ministry rather than to train others for ministry.  I am grateful to the teachers who taught me to perform the functions of ministry:  visiting, counseling, marrying, burying, teaching, witnessing, and a host of other duties.  All are needed.  By themselves, however, they help us only to maintain, not to maximize ministry.  We can never be effective ministers until we learn what it means to be a leader and how to function as a leader.  The following are five common ingredients in growing churches:

• (1)  The pastor and the congregation understand their God-given gifts and use them in ministry.
  
• (2) The pastor’s hands-on ministry decreases and the congregation’s increases.
  
• (3) Both the quality and the quantity of ministry increase.
• (4) The pastor’s ministry influence increases as he shares ministry responsibilities with the congregation.
  
• (5) A biblical philosophy of ministry is established.  That is, leadership plus lay ministry equals growth.

How can you build a leadership team and maximize ministry in your church?  The following six steps are proven and effective.

1. Identify the leaders in the church.  Who are the influencers?  These persons may hold formal or informal positions of leadership.  They are the ones to whom others look for decisions.  Write down their names and rank them on a scale of 1 to 10 as to their leadership and influence within the church.
2. Intentionally take time to build relationships with your current and future leaders.  Do not ignore or exclude the others, but focus on developing leaders.

1/2 Million Hours

Let's say that there are 10,000 pastors who in any given week spend an average of 5 hours in preparation for the following weeks sermon. That would mean that those pastors accumulatively spend 50,000 hours per week studying for their sermon. On an annual basis, those same pastors spend a total of 2,600,000 hours in sermon preparation.

• In 1 year = 108,333 days
• In 1 year = 297 years
• In 1 year = 5 life times (60 year life span)

Think about that for a moment. To me it is staggering. What is also staggering to me is that many of these ministers are going to preach a message within that year that is similar to that of another man's message. Eventually, most of our messages are very similar!

Combined, these men will preach a total of 520,000 messages this year. I guarantee you that at least 20% of these messages are teaching very similar principles.

Here is where I am concerned. We are living in the last days. Every moment counts. If it were possible to help theses 10,000 men/women shave 20% off of their study time by creating a way for them to share sermon thoughts or ideas we could save the Church...

• 520,000 hours. Each Year!
• 21,667 days. Each Year!
• 59.5 years. Each Year!

10 Traits To Identify A Promising Person

Identifying that next leader is not easy.  You must often times select a few prospects and begin to work with them waiting for the cream to rise to the top.  While you are mentoring and waiting for maturity, here are a few things to begin to look for.

Leadership in the past. The best predictor of the future is the past.  Is this a person who has worked well on a team previously?  Maybe, they needed a break and stepped aside for rest, but are now able to get back on board.

The capacity to create or catch vision. When I talk to people about the future, I want their eyes to light up. I want them to ask the right questions.  When you are sharing your vision with people do they get excited along with you?  Do they offer suggestions that spur your imagination further?  When you find someone who is able to catch the same vision as you, you have found someone that you can entrust much of the responsibility with.  They will have a similar passion for the work as you yourself would.

A constructive spirit of discontent. Some people would call this criticism, but there's a big difference in being constructively discontent and being critical. The unscratchable itch is always in the leader.  These people are a bit hard to sift from the genuine critics, but when you do you may have found a diamond in the rough.  Just because they are questioning a few things does not mean they are not on your side.  Give them an opportunity to help make a needed change and you may have found a great friend 

Practical Ideas. Not everybody with practical ideas is a leader, of course, but leaders seem to be able to identify which are and which aren't.  A person's experience will often times lend practical ideas.  When someone offers an idea that is helpful, it may be that they have been involved in a project much like what you are facing which will make them a helpful candidate for your ministry team.

A willingness to take responsibility. Leaders will bear work, for the feeling of contributing to other people is what leadership is all about. When you find a person who is willing to take responsibility for not only the ministry you have given them, but also the success of it, you have found pure gold.  These are people to build upon.  The ministry is dependent on individuals who are willing to take responsibility.

A completion factor. In the military, it is called "completed staff work." The half-cooked meal isn't what you want. Someone who competes what they have set out to do is invaluable.  When looking for leadership that will help you move your church forward, look for people who finish what they start, no matter how small or trivial the task is.

10 Steps To An Empowered Team

Are you struggling to get things done?  Are you the one who is usually completing the projects of your church and overseeing every ministry?  Does it seem like there is never enough time to get all that you need done, even though you are not doing nearly what your vision would require?  Are you feeling used up and exhausted?

You are not alone!  Many Pastors and ministry leaders feel this same way. One of the reasons is because we are not very good at utilizing the talents and strengths of others.  Here are 10 ways you can begin utilizing the people in your ministry to create a more resourceful and accomplished ministry team.   

Cast a vision - The next time you get up to announce a new ministry in your church or the direction you feel the church should be taking, cast a vision.  Share with your ministry team the end result.  You don't have to tell them all of what it is going to take to get there, just tell them the end result.  "I believe our church can be running 200 by next Easter!"  Now there will be many facets of ministry that are going to be needed to cause your congregation to run 200 by Easter, but for now all you want to do is give the leadership team a goal.  "200 by Easter!"

Ask for help - Acknowledging you need help is liberating for the leader!  it is also a grand opportunity for the team to feel like they are coming alongside their pastor.  Asking for help is not becoming vulnerable, it is being honest.  It is also being responsible.  God gave you your ministry team for a reason.  That reason is so that you can utilize their talents, knowledge and energy to accomplish the work of ministry God has envisioned you with.  "Would you consider working together and with me to cause our church to be running 200 by Easter?"

Allow the Genius of the group to be found - The smartest person in the room is not you.  Nor is it any one other person in the group.  The Genius in the room is always the sum of all of those who are on your ministry team.  If allowed to be heard, there are people on your team who have ideas and experiences that can advance your vision much better than you can by yourself.  "What are some things that we could do to cause our church to be running 200 by Easter?"

Are You Being Followed?

1Th 1:6  “And ye became followers of us, and of the Lord, having received the word in much affliction, with joy of the Holy Ghost:”

A young upstart in the ministry once asked an elder more seasoned minister, "When will I know that I am leader in the Church?"  With that the seasoned minister responded simply, “When you are being followed.”

Leadership in God’s church is not position.  It is not having or being in an office.  Being elected by a group of people neither actually causes you to become their leader.  They may have elected or chosen you to do a job, but that does not mean that you are their leader.  Leadership only happens in the church when you are being followed. 

Jesus’ followers literally followed him through deserts, mountains, and stormy seas.  No obstacle was too great for the opportunity to be near to the master.  Here is where many church leaders find out if they’ve made the grade or not.  One statistic tells us that very often after a building program, many pastors too often leave a church to find another pastorate.  Why is that?  Could it be that the parishioners didn’t like the color of the paint the pastor chose?  Did they not like the way he conducted the business of the project?  Was too much money spent?  Too little accomplished?  Wrong decisions?  Bad decisions?  A leader will know if he is truly a leader if he followed even after a storm.

When Jesus’ followers were in the ship that was being tossed by the waves, they cried out to their leader and he healed the situation they were in.  Here is where an elected person becomes a leader of people.  Knowing what to do in the storm will validate your leadership.  Knowing how to act in a crisis elevates you above your fellow.  Not everybody is capable of making tough decisions.   Only a leader worth following knows when and how to step to the forefront and take charge of a chaotic situation.