The whiplash effect of leaders who easily change their minds and strategies

 

One of the most difficult challenges many staff teams face is a leader who has new ideas on a frequent basis. Those new ideas can set off a chain of changes that reverberate through the staff and organization as there is a scramble to implement the newest version of the leader's vision or strategy.

Any change that comes from the top impacts the organization. And changes are absolutely necessary from time to time. 

The challenge comes when a leader frequently tries new ideas as they seek the holy grail of organizational success without understanding the disorienting nature of what they think are simple (and brilliant) ideas. 

For the leader, the new solution seems obvious and simple. For staff, the new solution often creates frustration as their prior efforts to implement the last great idea are now supplanted by the need to scrap that work and work on a new strategy. This can create cynicism among staff who scramble to keep up with the latest strategy. Sometimes those new ideas are called the "flavor of the month" as staff knows there will be a new idea soon.

Resisting this temptation is part of the maturity growth of a leader.

This is not about resisting change. It is about being wise and managing change properly. How one does change management matters because many are impacted. Frequent changes indicate that the leader himself/herself is not clear as to where they are going. Lack of clarity in the mind of a leader is problematic!

A leader who frequently changes their mind or strategies often has not done the hard work of clarifying the organization's direction. Clarity of the organization's identity and what they are about must always precede strategies. When strategies come without organizational clarity, you simply get chaos as leaders throw ideas at the wall to see what may or may not stick. 

Wise leaders are clear on who the organization is and where it is going. In addition, they vet any proposed changes with other leaders to ensure that they have considered the unintended consequences of their decisions. And, they talk candidly with those who will be affected by the new direction so that staff is not taken by surprise. 

In my leadership history, I have waited up to a year to make a proposed change until I knew I had the support and understanding of the leadership team. I learned that I could not make unilateral changes but needed the wisdom and support of those around me to negotiate change successfully. That helped ensure I didn't act precipitously and create organizational whiplash. The counsel of others kept me from making changes too quickly, but I had to learn to work with my senior team rather than make unilateral decisions.

Clarity and care in the change process are part of a leader's maturity growth. Guided change based on clear objectives can keep leaders from creating whiplash with their staff. 

This is one church brand that no one can compete with

 

Churches spend an inordinate amount of energy to attract those who need Jesus to their ministry. This includes high-energy worship, attractive spaces, first-impression ministries, branding, swag, food, and seeking to differentiate one's ministry from others in the area. 

Nothing is wrong with these efforts except that they often miss the most important magnet any church could have. 

Ask yourself this question: What attracted people to Jesus? Think about that for a moment. Why did people want to be around Jesus? Why did they flock to hear Him? Or want to spend time with Him?

The answer is very simple: It was the way he loved people, accepted them, and demonstrated grace to them. He was the safest, most loving, grace-filled, merciful, and kind individual people had ever met. 

How many congregations have you experienced that have those qualities? When one finds that kind of community, it is a powerful magnet because it is a community that embraces a Jesus culture. No program, branding, swag, or first impressions ministry can compete with that kind of community.

Jesus is the brand. His culture is the brand. His love is the brand. All the ancillary stuff is nice, but what attracts people is the culture of Jesus.

Is it possible that in the absence of that kind of love, we try to find other ways to attract people to our ministry?

What would happen if we focused on helping people to look, live and love like Jesus? What if that was our strategy to attract people to our ministry? 

Not a program. Not a slogan. Not an initiative. Rather, a sustained, unchanging emphasis on developing people to look, live and love like Jesus: To love God with all our heart, soul, and mind and to love others as Jesus has loved us. 

I would come - and stay - and many others would as well. 

Let's not confuse our strategies for the ONE THING Jesus demonstrated and taught. They will know me by your love. That is the best attractional strategy any congregation could ever have. Bring the best you have. Be as friendly and welcoming as possible, but major in training people to look, live and love like Jesus. That is the greatest magnet. The rest is extra. Love is central. Jesus is the brand!

The sin of faux relationships in the church

 

faux

/fō/

Learn to pronounce

adjective

1. made in imitation; artificial.

   "a string of faux pearls"

   • not genuine; fake or false.

     "their faux concern for the well-being of the voters didn't fool many"

Congregations are supposed to be friendly, warm, kind, and welcoming spaces. In fact, if your church is indicative, it probably has a "first impressions" ministry to ensure that new folks are welcomed and feel at home. This is as it should be because it can be daunting to walk into a new space and feel genuinely at home.

The problem is that, in many cases, church relationships are not genuine. They are a lie. They are faux relationships that exist as long as you fit into the faux community that pretends it is a genuine community. It is a Potemkin village where it looks beautiful, but the beauty is a facade. 

Here are indicators that what you think is real is false and faux. If you leave a church for whatever reason, do people quit talking to you? Are the relationships over? It happens all the time because in leaving, you have violated the rules that we are together - a community. The truth is that in those situations, you were not a real community but a pseudo-community that exists as long as you are on the inside. Once on the outside, those relationships simply disappear. 

If you ask hard questions and irritate leaders or staff and they stop talking to you, you know that the relationships you thought you had were not genuine. They were false and faux. You have been effectively shunned and sent outside the camp, and you realize that what you thought was community was only community when you conformed to the group. 

The indicator of faux relationships is how quickly one can go from being on the inside to finding oneself on the outside. It is disorienting and crazymaking. How did you go from being a valued community member to a pariah in such a short time? And you ask yourself, was what I had real? And you conclude that it was not. All of a sudden, people don't talk to you, don't care for you, and you know that you have been put outside the "loving circle" of that congregation. In fact, you are no longer wanted!

Why does this matter? It matters because faux relationships are relationships of convenience - but they are not genuine relationships. They do not express the love that Jesus has for us and that we are to have for one another, which emanate deeply from the heart and persist in good and bad times, in times of agreement and disagreement. Real love is not easily destroyed or walked away from. Yet we do this in the church all the time. You are either on the inside or the outside!

I know people who have abandoned church altogether after experiencing faux relationships. The realization that they were loved and appreciated only when they toed the party line was a bitter pill to swallow. They realize that they were not loved at all.

There is a pragmatism that drives faux relationships. We won't find and retain new people if we are not a welcoming church. But we will not invest in those relationships because that takes time and effort. We want the community without the effort to actually build community. "Life Together," as Dietrich Bonhoeffer writes in his classic volume, is way too deep a commitment. So, in many churches, relationships look real but are not.

In an irony, Bonhoeffer says this about Christian community. "The person who loves their dream of community will destroy community, but the person who loves those around them will create community." Here lies the reason there are so many faux relationships in the church. We have a dream of a community. We have slogans for that dream. We idolize that dream, but we don't actually choose to love those around us, and our dream destroys the very concept of a real community.

I have experienced this phenomenon at times in my own church experience. It is painful, sad and disorienting. The good news is that it convinced me that what I had was fake and that what I wanted was genuine. But it was deeply painful nonetheless. I invested that period of my life in a dream of community rather than in a real community. I, for one, want the real thing.

Don't settle for faux relationships in the church. They are fake, won't stand the test of time, and don't reflect the real love Jesus calls us to have for one another. 

If you are a church leader, I don't care what your dream for community is. Remember the words of Bonhoeffer, "The person who loves their dream of community will destroy community, but the person who loves those around them will create community." 

The frustration many experience in serving on a church board - and how to solve it

 

Straight up, let me say that I believe in a plurality of leadership for the church. It is how God designed it, and when it functions well, it is a beautiful thing. However, having been a pastor, church leader, board member, and consultant to church boards for over 30 years, I know they can be deeply frustrating. Most of that frustration is self-imposed in that we don't pay attention to some fundamental principles that, if followed, would move the experience of many from deeply frustrating to deeply satisfying. 

What are those fundamentals?

1. Guard the gate to who gets on the board! Get the wrong people, and you sabotage the board. The most powerful group in the church, bar none, are those who make leadership board selections. Healthy boards always insert themselves into that process to ensure the wrong people don't get on. Three to six years with the wrong individuals is deadly to boards. Be smart in how you choose leaders.

2. Understand your role. Boards are responsible for ensuring that the congregation is taught, protected, led, empowered and, released, cared for and that the spiritual temperature in the congregation is kept high. Many boards don't even have a job description, let alone focus on the right things. A focus on the wrong things hurts the board and the church. My book, High Impact Church Boards can be a help.

3. Spend quality time in prayer together. Most boards don't! They get so caught up in the minutia of details (that someone else could do) that they don't have time to pray, think, study the word together, and seek the counsel of the Lord of the church they serve as undershepherds. When business and administration crowd out prayer, it is a sign that the board is moving in a dangerous direction.

4. Use an agenda and allow the chair to prioritize what is important and what is not. Not all rocks are big rocks. Some are pebbles and sand that someone else should deal with. Leaders deal with big rocks and delegate everything that can and should be delegated. Many leaders serve their "time" and then retire from church boards precisely because they don't focus on what is important, and as leaders, they want to do that.

5. Always operate with a board covenant that spells out how members relate to one another, make decisions, and handle conflict and members' expectations - including how to handle recalcitrant board members. Boards operate without such a covenant at their own risk.

6. Lead boldly and help the congregation become the people God wants them to be. Timid leadership in the church in epidemic! And deeply sad. One of the reasons many congregations have so little spiritual influence beyond the edges of their parking lot goes right back to the timid leadership of their leaders. Remember, we lead on behalf of Jesus. 

7. When there are elephants in the room, name them and deal with them honestly and sensitively. Too many church boards ignore the true issues of the church because we don't want to offend anyone. The irony is that we all know they exist and need to be dealt with, so we might as well name them because once named, they are no longer elephants but simply issues to be dealt with.

8. Evaluate how you are doing as a board. Here are 15 simple questions that will tell you a great deal about the health of your board. Have your board spend ten minutes answering the questions, and you will have some fodder for discussion that can help you improve your board, its leadership, and your experience. 

9. When you need to change direction or deal with known issues, don't try to tweak your way out of a crisis. Tweaks don't work in a crisis. Change does, with candid communication with the congregation. 

10. Be candid with the congregation. Spin in the church is ubiquitous, creating disillusionment with leadership and the church itself. Don't contribute to that disillusionment.

Effective boards are a joy to serve on. Ineffective boards are a major frustration. Which one do you have?

Living out God's grace

 

It is not by accident that the hymn, Amazing Grace is a favorite for so many. It captures so well the essence of what attracted us to Jesus and redeemed us, and it will indeed be something that we will spend eternity trying to comprehend. "For it is by grace you have been saved, through faith, and this not from yourselves, it is the gift of God, not by works, so that no one can boast (Ephesians 2:8-9)."

I am convinced that we will never fully understand the full scope of God's grace on this side of eternity, but that it must be something we push into daily. The more we understand His grace in our lives, the more content we are in Jesus, the more grace we show others, and the more we look like Jesus. He is the essence of grace, which made Him the magnet for the people He encountered.

Understanding grace is a life changer for us and how we relate to others. Too often, we are recipients of God's grace but are not students of what it means to extend that same grace to others. Legalism, conditional acceptance, interpersonal conflict, and lack of love, even in the church, are evidence of the great need for God's people to grow in grace. Knowing the truth is not enough for Christ's followers. Living out the truth with the grace of Christ is what will attract others to us and then to Jesus. Jesus came full of "grace and truth." Do we?

For instance, when I truly understand and live out grace:

-I no longer try to earn God's favor but understand that there is nothing I can do to make Him love me more, and there is nothing I can do to make Him love me less. Therefore I can be joyful and content in my daily walk with Him.

-I do not need to play the role of the Holy Spirit in the lives of others but rather extend to them the grace God extends to me, pray for them, and be patient with their faults as God is with mine. I am slow to judge, quick to think the best, and remember how patient and gracious God is with me in my personal growth as I extend that same attitude toward others.

-I can forgive myself for my shortcomings, knowing God has already done that. My motivation to grow in my obedience is no longer about earning His favor but rather wanting to please Him out of gratitude for His amazing love.

-I forgive others quickly, knowing that Jesus extends that gift to me daily. I cannot withhold from others what Jesus has so graciously extended to me. I don't give people what they deserve but what they don't deserve, just as Jesus did not give us what we deserve.

-I no longer look at people the way the world does but know that every individual I encounter has eternal value in His eyes and, therefore, must in my eyes. I go out of my way to love those that others don't love and to give value to those that others forget. 

-I don't display conditional love, just as Jesus does not give me conditional love. Unconditional love is the love of grace, an act of our will based on God's unconditional love for me.

-I love to surprise people with grace when they least expect or even deserve it. Just like Jesus with tax collectors, prostitutes, adulterers, lepers, and all considered undeserving and worthy only of judgment. After all, God surprised us with grace when we did not deserve or expect it.

-I am not hard or harsh, even when I need to bring correction to a brother or sister. Rather, my motivation is always love that comes out of God's gracious love in my own life. I display toward others the same graciousness that God gives to me daily.

-I love to encourage those who have messed up that God is not finished with them yet and that He can redeem their sin and give them hope and a purpose. After all, that is what God did for us. He is the hope for the broken, the guilty, and the hopeless. There is no person and no situation that God cannot redeem so we become evangelists of His hope.

There are many other characteristics of living out a life of grace. One of the most valuable things we can do is to regularly think about our relationships, attitudes, words, and actions from a filter of God's grace to us. Reading the gospels regularly helps us to capture the secrets of Jesus' grace to inform us of what it means to live a grace-filled life.

Do you have guerrilla warfare in your organization?

Guerrilla warfare is unconventional and hard to anticipate and contain as it operates in the shadows but pops into the light from time to time. The same is true of passive-aggressive behavior within organizations. It is a way of quietly subverting something or someone in the shadows and behind the scenes while portraying an attitude of cooperation. This is why I have elsewhere called the behavior a form of dishonesty. It portrays one thing and actually does another.

Passive aggressive behavior can take many forms. It can include delaying tactics on things that others need to be done, not communicating key pieces of information that others need, being supportive in person and unsupportive behind the scenes with others, ignoring standard processes, not keeping promises, and other behaviors that are meant to prick or hurt an individual or a group that they don't like or have a bone to pick with. But, it is done in the shadows where it is hard for others to hold them accountable.

I once was the target of such an individual who delayed their response, didn't tell me they needed additional information to fulfill their obligation, and used less than gracious wording in their communications so that it sent a message but was not overtly over the line. The individual obviously meant to send me a message through their actions, and I got it loud and clear. It was subtle but effective. I had no desire to further work with that individual and instead dealt with their supervisor and not them (they don't work for me).

Why does this matter? It matters for two reasons. First, passive-aggressive individuals tell you through their behavior that they are not truly with you. In other words, you have someone who says they are on the team, but in reality, they are not. Their heart is not there, or they have a bone to pick with leadership, but either way, they are not truly on your team. You have an obvious lack of alignment.

Second, if you consider the behaviors above, they hurt the work of whatever team they are on by putting, as it were, sludge in the works. Their lack of active cooperation inevitably gets in the way of what the team or organization is trying to do. It hurts the team and the organization.

How do you deal with passive-aggressive individuals? In my experience, the first thing to do is to address the unacceptable behaviors when they occur. If there is a pattern of those behaviors, keep track of them, and with a passive-aggressive individual, there will be a pattern. At some point, the pattern of behavior can be addressed.

Because this is guerrilla warfare that operates from the shadows. in some cases, you simply allow the individual enough rope to hang themselves since ongoing behaviors like this will eventually irritate enough people that you can act on them. You cannot go to motives but hold people accountable for their behaviors.

If you suspect you have passive-aggressive behaviors in your organization, keep an eye on it, as it could hurt you, your team, or the organization itself. 

Stand out by being a Caleb or a Joshua

 Our world is filled with naysayers: those with little vision, small faith, high fear, and frankly, don't believe God can do great things. This is true in the church, missions, and various Christian organizations. The book written years ago, "Your God is Too Small," applies today.

Small vision, little faith, and high fear factors to try something significant for God are responsible for much of the lack of fruit in many ministries. Board members who say, "we've never done that before," pastors who are comfortable with the status quo, and missionaries who don't really believe that God can break in and do something because of the "hard soil" all contribute to ministry initiatives that lack vision and faith or entrepreneurial spirit. It is life in the comfort zone of diminished and empty faith rather than a life lived on faith that God can do what we cannot do!

The difference between those of small faith and those of big faith is this. The first group defines faith as that which we can accomplish by ourselves. The second group defines faith as that which only God can accomplish. The first is all about human effort and the second is all about divine power.

This was the divide between those sent by Moses into Canaan to explore it on behalf of the Israelites (Numbers 13-15). Ten who reported back reported what were probably true facts as they had seen them. They concluded that the Israelites would never be successful in taking the land. They saw through human eyes and, from that standpoint, were probably quite accurate.

Caleb and Joshua, however, saw through divine eyes, and they simply said, "We should go up and take possession of the land, for we can certainly do it" (Numbers 13:30).

Their confidence was in the power of God rather than the strength of their army. "The land we passed through and explored is exceedingly good. If the Lord is pleased with us, he will lead us into that land, a land flowing with milk and honey and will give it to us. Only do not rebel against the Lord. And do not be afraid of the people of the land, because we will swallow them up. Their protection is gone, but the Lord is with us. Do not be afraid of them" (Numbers 14:7-9).

The negative ten focused on fear and human efforts. Caleb and Joshua focused on faith and God's provision. And it made all the difference in their perspective.

The church in the affluent west often bases its faith on what it can accomplish (or not) with its gifts, resources, and plans. The missing factor is faith in Christ's ability and power to do far more than we could ever humanly do. After all, "Faith is being sure of what we hope for and certain of what we do not (and cannot see)" Hebrews 12:1. If our plans and strategies and expectations of fruit only go to what we ourselves can do, we have shortchanged ourselves and underestimated God. God is not interested in what we can do by ourselves. He wants us to reach for things only He can make possible so He is the One who gets the glory - not us.

The church today is full of people like the ten who said, we cannot take the land. The church desperately needs the two - Caleb and Joshua who declare that we can - but only because God goes before us. The mission world has many like the ten who really don't believe that God will actually break through in amazing ways. It, too, needs Calebs and Joshuas, who live in the realm of deep abiding faith in the power and purpose of God, to do far beyond what we could ask or imagine - in his strength, not ours.

Are you a Caleb or Joshua or more like the other ten? God calls us to "abundant and copious fruit (John 15) for the Kingdom based on his presence and power and Kingdom authority (Matthew 28:18-20). That takes vision, faith, belief, and reliance on a power far greater than our own. Small faith leads to wandering in the wilderness like the Israelites. Courageous faith leads to the taking of the land. Which world do you live in today?

Church staff cultures: Who is responsible for ensuring that it is healthy?

 

In my many years of working with churches, I have encountered many situations where the culture of the staff is unhealthy. In many cases, these are good churches with vibrant ministries, and congregants would not necessarily know there are internal challenges. Although, inevitably, dishealth at the staff level does spill out into the congregation. It is usually only a matter of time.

Who is responsible for creating a healthy staff culture? That always falls to the senior leader who sets the tone. While they don't do this alone, they are the gatekeepers for ensuring it happens. While there are many facets to a healthy culture, I would argue that the following are critical: 

• The focus is always on Jesus and His mission for the church. It is always His agenda that matters, not ours.

• There is an intentional culture of candid conversation where any issue can be put on the table except for a personal attack or hidden agenda. In other words, there is the freedom to express one's views without fear of reprisal. This takes a leader who is non-defensive and open.

• There is clarity around the mission, the values, the direction, and each staff member's job. Without clarity, there cannot be alignment or desired results.

• There is an intentional disciple-making culture. That is the mandate for the church, but many churches don't have a plan. Without a disciple-making plan, it won't happen.

• All staff and members are treated with respect and kindness, and there is a marked absence of gossip or behaviors that don't fit a Jesus culture (think the fruit of the Spirit).

• A spirit of new ideas, innovation, and better ways of doing things is fostered.

• Staff are heavily empowered to carry out their work with great accountability. Empowerment and accountability go together. Senior leaders don't micromanage staff but empower them.

• Senior leader(s) serve their staff rather than believing that staff should serve them.

Where there are dysfunctional staff cultures, one or more of these elements is absent. In many staff cultures, there is not clarity, there is control rather than empowerment, staff are not treated with dignity and respect, alignment is not present, open dialogue is not allowed, and while there may be many good things happening ministry wise, they don't move people in a common direction of becoming disciples of Jesus. This is true of large and small congregations. 

Signs of an unhealthy staff culture include mistrust, keeping quiet, not being candid about what one sees, cliques, gossip, keeping your head down, and a low happiness factor. Add to that a significant amount of turnover as staff members get tired and worn down by the unhealthy culture. 

And so much of this comes back to a leader who is humble, put's the agenda of Christ above his/her own, is open, and has good Emotional Intelligence (EQ). I have never seen an unhealthy staff culture where there was not an unhealthy leader, nor a healthy culture without a healthy leader. I have never seen an exception to that rule. 

The core marks of a healthy leader are humility, a servant spirit, a desire to hear the opinions of others, the willingness to delegate authority and responsibility, the ability to clarify, treat everyone with respect, and a commitment to put the agenda of Christ first. 

Unfortunately, where the culture is unhealthy, it will inevitably impact the congregation as a whole because both health and dishealth spill over to the larger body.

So who is ultimately responsible for ensuring the health of staff? It is the board. The senior leader creates the culture, but a church board monitors that culture. Where there is a failure to create a healthy culture and a failure to monitor and deal with it, you have a major failure of leadership!

Where is your personal identity found?

 

Identity is a tricky thing. Who am I, really? What gives me ultimate worth? Where do I find acceptance and a sense of purpose?

Those are profound questions. 

If our identity is anywhere else than who we are in Christ, we forget that everything else in life is ultimately temporary. Only He is permanent. Furthermore, only He can ultimately satisfy the deepest cravings and needs of the human heart because, in the end, we were made for Him.

Consider:
If my identity is found in my job or my role, when that role disappears, so does my identity.

If my identity is found in success, not only will I be driven to succeed, but I will drive others as well - and the goal line keeps changing, so there is no crossing the goal. What is success? Today's definition is not tomorrow's definition. Once achieved, there is always another goal line. To be defined by "success" is to live a driven life!

If my identity is found in power, I will likely misuse that power and move deeper into hubris, hurting myself and everyone around me. Often, power is about achieving our goals at the expense of others. And when my power evaporates, so does my identity. 

If my identity is in things, they eventually all go away. We leave the world as naked as when we arrived. And like success, the goal lines on wealth keep changing. The more we have, the more we think we need. 

If my identity is in fame, when my 15 minutes are over, so is my self-worth. And then what?

Those individuals who are most grounded, most comfortable in their own skin, most healthy and most at peace have found their true identity in the one place where our truest identity is found. Jesus. They have focused their lives on Him first and understand that anything that can be taken away, lost, or is temporary is a poor source of personal identity. 

When we chase identity in the wrong places, we don't have time for the most important things in life: relationships, family, personal growth, service to others, rest, and spiritual development. Furthermore, joy cannot be found in things that we chase but rather in the identity that we have. 

What is the true ground of your identity? 

How your staff responds to change and why it matters

 

Many are familiar with the bell curve that describes how people respond to change: innovators; early adapters; middle adapters; late adopters, and laggards. In my experience in the change process, I have another set of suggested categories to watch for. Where individuals are on this continuum from change resistors to evangelists for change makes a great difference when you are considering them for leadership positions either on staff or a board.

Resisters. Like the laggards on the bell curve, these are people who will actively resist change because they are simply wired that way. This is the individual who told me, "T.J., you can bring whatever change you want to the organization but don't expect me to do anything different." No rationale is going to change the mind of a resister. This does not mean they are bad people. It does mean that they don't do change, and you cannot have them in a place of leadership - ever!

Protectors. The protector is also highly resistant to change but for another reason. They believe in the status quo, the way things have been done in the past, and they will actively try to protect "what is" rather than embrace "what could be." This was the individual who told me and many others that the changes I was bringing to the organization I was leading at the time that I was destroying the organization. 

Cynics. This group is simply cynical about change unless the proposed change is their idea. They tend to view change as "the flavor of the month" and are often vocal about their opinion. Cynics generally don't trust leaders, so proposals brought by leaders are quickly discounted.

Loyal followers. These individuals have a deep commitment to the organization and team. They accept change if there is a good rationale for it. These staffs say, "Just tell me which direction we are going, and I will go with you." 

Idealists. This is an interesting group with an upside and a downside regarding change. When creating change, one inevitably creates a gap between what is and what should be. Idealists are highly impatient to get to what should be and believe we should be there now. On the upside, they want the change. On the downside, they can become highly critical that we have not arrived. Thus on any given day, they can be either an ally or a critic.

Realists. This group is supportive of change, realizes that it will take time and process, and is generally comfortable with that process. They are helpful in realistically figuring out how to get there and can live with the tension of what is and what should be.

Change agents. These individuals not only support proposed changes but will be active agents in helping the organization get there. They are your front lines in speaking a new language, setting a new course, and helping redesign philosophy and strategy.

Evangelists. These are the champions of change who publicly and privately live the change out, help others understand and get there and advocate for the new direction.

In my experience, it is the realists, change agents, and evangelists who will help drive change, while the resisters, protectors, and cynics will actively undermine change. Loyal followers and idealists will go with you but will not drive change. 

Think about the implications of these eight ways that people respond to change regarding who you hire, who you put into leadership, and who you ask to serve on a board. One church leader, after hearing these descriptions, aptly commented, "no wonder so many boards are stuck." He is right. Resisters, protectors, and cynics must be managed but beware of allowing them into leadership positions and influence! 

Further, when you are considering someone for a leadership position, it will be the realists, change agents, and evangelists who will help you get to where you need to go. Don't put someone in leadership who will not actively help you move forward and who is not change-friendly.

For those who are in a hurry to make their mark!

 I meet many individuals in ministry who are in a hurry! A hurry to make their mark. A hurry to have influence. A hurry to prove something to someone that they are somebody and something. In their hurry, they often get out in front of God, circumvent what He wants to build in their lives, and end up being less of what they could be had they been patient and waited for God to do His work. I know because I have been there as well.

While we are often in a hurry, God is not. He is more concerned with what He wants to build in our lives than what we can build for Him. We are focused on what we can build for Him, while He is focused on what He wants to make in us. Those are two very different concerns. 

Consider the characters we read of in Scripture. Jacob, for instance, was impressed enough with his abilities and dreams that he angered his brothers, who sold him into slavery. Once in Egypt, he ignored the advances of his master's wife and ended up in jail - for a long time. He, who would become second only to the Pharaoh of Egypt, lived in obscurity for many years as God built him into who He wanted him to be. He was in a hurry when he was young, but God was not. And what God made in his heart during those years was amazing.

Moses was a guy in a hurry when he was young, and his encounter with an Egyptian slave master whom he killed caused him to run for his life at forty. For the next forty years, he tended his father-in-law's herds till, at 80, he was ready for his most significant assignment. By then, Moses was not in a hurry, but God knew he was ready and drafted him over his many objections.

This week, I heard of a pastor who, years ago, took members of the church he pastored to start another church. He was not patient enough to work hard to bring all his people along, so he split. Today, he says this. "I was in a hurry when I should have been patient. These past years have not gone well; it is all my fault. Things would have worked out in the original church had I waited, but I had something to prove, and it didn't work out well." He had tried to get ahead of God and, in a moment of humility, admitted that he should have waited and allowed God to work. His new church never worked out well, and they will probably not survive much longer. 

Don't try to outpace God. Even Paul, after his conversion, had some years of obscurity as he was coached and prepped by God for his major assignment of spreading the Gospel among the Gentiles. 

When we are in a hurry, we miss out on what God wants to do. Depth takes time. It cannot be hurried! Many leaders mistake short-term success for long-term effectiveness. This is often true of highly gifted ministry leaders who are so driven to prove they can succeed that they do not take the time to develop a deep core. They settle for surface wins.

We may be in a hurry, but God isn't, and His timetable is the one that will allow us to have the most significant impact.