Culture continues to change and leadership must continue to evolve. Leaders are entering into uncharted territory, facing new challenges that require new perspectives and solutions. What each organization or church needs is a transformational leader, one who is competent, relational and adaptive.
Leadership differs from management in that it focuses on a future destination, rather than merely present day execution. The local church is called to be a witnessing community that prioritizes God’s mission and has a willingness to adventure. Indeed, “Leadership is energizing a community of people toward their own transformation in order to accomplish a shared mission in the face of a changing world” (p. 42).
The transformational leader has stewarded his time, gifts and talents well to set up a foundation for competency which is his/her fastest way to build relational trust within the organization and establish a healthy team culture. When these are established, you and your team are ready for uncharted territory.
Peter Drucker famously said, “Culture eats strategy for breakfast.” When you’ve established a healthy culture that is not afraid of failure, you are able to implement changes that are more like experiments. Give new ideas a try before globally implementing them or restructuring. Similarly, if you want to start a new initiative, try embodying the values behind your initiative for some time before trying to officially create change.
In uncharted territory, ideals do not usually become reality. Tod encourages leaders to hold-fast in four areas: Start with conviction, stay calm, stay connected and stay the course.
Jim Collins’ Hedgehog concept aids in determining where you should start; the intersection of your passion, potential and plan to pay the bills. Culture eats strategy for breakfast. If needed, give those around you time to see the need and urgency for change.
Function from a perspective of abundance rather than scarcity. Experimentation and exploration should be done modestly and playfully. An adaptive leader remains calm, ready to learn, ask questions and see systemic issues (ie interrelated issues). First, you must recommit to who you are and mission and then reframe strategy. Adaptation is a process of learning, not fixed-done. “Perspective comes from looking from the balcony and listening on the floor”. Leadership is often not about having the right solutions but asking the right questions.
Know your allies, confidants, opponents, dissenters, casualties and senior authorities. Engage with them all.
In uncharted territory, you will encounter sabotage. See it as something to be expected, normal and not personal. “People do not resist change, per se. People resist loss” (p. 138). Leadership is about disappointing people at a rate they can absorb (p. 124). Your natural tendency will be to default to what you’ve always done. Remember your conviction, stay calm and stay connected so you can stay the course.
Differentiation of self-identity from leadership roles is a great mark of spiritual maturity. It’s not about you. It’s about the mission and helping people see where they want to be and help them do what they don’t naturally want to do in order to get there.