2 THE ART OF LEADING PEOPLE THROUGH CHANGE
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1 2 THE ART OF LEADING PEOPLE THROUGH CHANGE John Maxwell Those who have changed the universe have never done it by changing officials, but always by inspiring the people. Napoléon Bonaparte Assembly Minutes June 19, 1908 Mr. Grueber introduced the following to be discussed: Nine reasons not to introduce the typewriter into our church. 1. The paper must be put into the machine and aligned properly, tabs must be set. This is not easy. When writing by hand, one simply begins, exactly where you want with no restrictions. 2. With a typewriter, you have to constantly remember to capitalize and put in punctuation. It is easy to forget, and to go back and change things is hard. When writing by hand, such things are automatic. 3. With the typewriter, you have to have been trained to find the proper keys. This takes time. We already know how to write. 4. With the typewriter, you are limited to the size and spacing of the type. When writing by hand, you can use any size letters or style you want. 23
2 24 LEADING IN TIMES OF CHANGE 5. With the typewriter, centering and setting margins is not easy; when writing, it is no problem. 6. A typewriter breaks down and costs to be fixed. Writing does not. 7. Correcting a mistake after something has been typed is a problem; when writing by hand, it is not. 8. The church has gotten along for over 1900 years without a typewriter; why do we need this now? 9. Instead of learning a machine with all the above drawbacks, time should be spent on penmanship. RESISTANCE TO CHANGE IS ALMOST UNIVERSAL The typewriter story makes us chuckle nervously. If we wonder why, perhaps it reminds us of our resistance to change. Or maybe we suspect similar situations take place in contemporary churches. Either way, an important question follows how does a Christian leader prevent churches from repeating something like the typewriter story over and over? Three realities that force change in churches are crystal clear: (1) change takes place through and for people, (2) the church must reinvent itself in every generation, and (3) change is as much about leaders as organizations. Christian business leader Max Depree s insight provides a kind of cornerstone for working with these three realities: We cannot become what we want to be by remaining what we are (John Woods, ed., Quotable Executive). Why people resist change. At a time in contemporary culture when nearly everything seems caught up in a whirling tornado of change, many congregants have experienced difficult, painful, and frustrating change efforts in their churches in the past. As a result, they feel pessimistic and sometimes angry about all the pain and confusion aborted change efforts have caused them and their families. Out of those experiences, they have developed an almost unexplainable distrust toward anyone who proposes change, including the minister. They think they have good reason to worry that more changes may cause too much carnage. Another reason is that many church members are unsure of
3 The Art of Leading People Through Change 25 their leader s competence. They fear their pastor may be inexperienced and/or the lay decision-making group is unsure when it comes to change in the church. Many of these grand people have been dragged through reorganizations, strategy redirection, and false promises of renewal. And they are change weary. No wonder they are unsure and skeptical. These people need assurance, not ridicule. They need encouragement, not judgment. They need acceptance, not rejection. Change crowds all of us. Let s move even closer to the change issue. Change beguiles and threatens nearly everyone, especially church members and pastors. No one is immune. Sometimes fear of change makes cowards out of otherwise courageous people. Sometimes a new situation makes wimps out of otherwise brave folks. Frequently, change causes wonderfully wellbalanced human beings to act in strange or even volatile ways. Change fools and misleads some of us all the time and all of us some of the time. Not even the most progressive person present at the voters assembly during the discussion against typewriters could have imagined the future. No one could have foreseen the important part the typewriter and its second cousins electric typewriters and now computers would play in contemporary society. Likewise, none of us can imagine how changes we resist today will shape society and the church tomorrow. Even leaders resist change. Change even seduces many ministers into believing they love change. What they actually love is change they initiate. Though they may not be fully aware of it, many pastors are as resistant to change as anyone else. In every field of leadership, including the ministry, unchanged leaders usually end up leading uninteresting status quo, stagnate, or inert organizations. For robust church health the true leader must be open to new ideas and ready to consider new concepts, which may require change from anyone. Leaders must be willing to change, to change often, and sometimes to change drastically. They must keep reminding themselves that progress starts with change and that change is often required first of the leader before it affects the followers.
4 26 LEADING IN TIMES OF CHANGE That s the pressing problem. Previous generations experienced changes at a much slower pace, so today s leaders who grew up in that era have no legacy to show them how to respond to relentless and fast-moving changes such as we have today. Nevertheless, church people watch to see how their minister responds to change and transitions before they are willing to change. Leaders often misunderstand reasons for reluctance. Leaders, when deeply committed to great Kingdom causes, sometimes allow themselves to develop a negative mind-set that views the struggle others are having with change as a defect, problem, or flaw something to be diagnosed, fixed, or attacked. Such a perspective gets the leader nowhere. Therefore, I have three rules about the natural reluctance to change that steer me away from such a negative mind-set. 1. Expect resistance. Human beings inevitably exaggerate the joys of the past, pain of the present, and risks of the future. If that statement is accurate, as I believe it is, then the past gets more positive emotional weight than either the present or the future. It is easy to forget that anything that pushes a person out of his or her comfort zone causes a sense of dread and uncertainty. People who are doing well under existing conditions naturally resist change. Others resist because they do not see a need to change or are unwilling to invest energy in the proposed change because they are not sure it will materialize. Such reactions are perfectly natural. K eep the focus on the issues and on the advantage of the change rather than on relational issues. 2. Don t take resistance personally. I have made this mistake by wondering, Why can t they see it. And why don t they just trust me because I am the leader here? Well, it is just not that simple. People push against change because of their natural reluctance, and it is easy for the leader to think they are resisting him or her rather than reacting to the change.
5 The Art of Leading People Through Change 27 Keep the focus on the issues and on the advantage of the change rather than on relational issues. Above all else, keep yourself from judging another s motives only God can do that accurately. 3. Understand that reluctance sometimes comes in code. The person who appears to be criticizing the financial cost may really be saying, I m scared to death. The one who objects to giving an assignment to a spiritual newcomer may actually be saying, I don t want to be left out. Resistance to change plays tricks on people because it generally keeps them from thinking and selfevaluation; it sometimes makes habitual reactions to life look silly. PEOPLE RESPOND TO CHANGE IN MANY WAYS Everett M. Rogers, journalism professor at the University of New Mexico, wrote a must-read, landmark book titled Diffusion of Innovations (New York: Free Press). He helps his readers see the variety of ways people respond to change and shows how to work through the impact their reactions have on an organization and on the leader. He uses five categories. Innovators or dreamers. These are the idea people who see the possibilities in the change and run with them. They are the venturesome folks who are bright and quick and learn from many fields. They do not need a book or a model. They follow their intuition and the leader s creativity into new ways of doing things. They are usually about 2.5 percent of the population. Ideally, they are key lay leaders and/or members of the staff. Early adopters. These people take an innovator s idea and build a system to implement the idea and make it flourish. They get the new idea from the innovators and make it work. They are approximately 13.5 percent of the population. Early majority. This group is more deliberate and can be expected to look to opinion-shaping members of the group to gauge the possible effectiveness of the idea. They want to get it but also want early adopters to show them where the proposed change is being done effectively. They want books written before you start. Rogers suggests that they are about 34 percent of the population. Later majority. These are the people who want to see where everyone else is already doing the proposed change. They
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