It is exhilarating when we are invited to assume a new position! The thought of someone believing in us,demonstrating the confidence that we can “get ‘er done” and allowing us theopportunity to lead the organization into its future destiny, can be like adream come true! Transitioning into that position can often be the “wakeup call”!
“Life is pleasant. Death is peaceful,” wrote novelist Issac Asimov. “It’s the transition that is troublesome”!Any transition, when navigated blindly or without proper planning, can becometroublesome.
The transfer of leadership is one of the great challenges in life. Recently, we witnessed the transitionof our Presidency from an outgoing president to our newly elected one; somethingthe world continues to be amazed at, though the individuals involved had not shared any prior relationship.
While that transition is impressive, it pales in comparison to the transition of leadership within the body of Christ. The dynamics of the relationship immediately create circumstances thatare far different than the procedures that are followed in the corporate world.
Here aresome examples:
Ø We are “chosen or called” … your selection as a successor was not based solely ona job interview or an election. Since Jesus is the Head of the Church, it is He that makes the choicesof who shall lead. It is the workof the Holy Spirit to “set each member in body” as He wills. Therefore, your assignment is not basedon geographical preferences, family ties, or job advancement, but rather in thedesire to be faithful to steward what has been entrusted to you. (1 Tim 3:1)
Ø The one you are succeeding is a “brother or sister” in Christ; therefore, yourrespect for them as fellow-laborers becomes important to your own potentialsuccess.
Thebookshelves are pretty empty when it comes to specific guidance for making thistype of transition. My desire inthis article is to provide some compass points to help younavigate the many transitions you will encounter. While the list of “do’s and don’ts” is not exhaustive, Itrust it will provide you with enough information so that you will know whatactions to avoid and those that may help you prosper and be fruitful.
LandminesTo Avoid
Don’texpect things to be the same for you as they were for your predecessor!
No matter how much you are affirmed in the sight of the congregation or bythose who are over you in the Lord, you must know that some people will remain “soldon Moses” for a season or even long term. If your predecessor was the founder of the church and his ministry wasfruitful, it may appear the congregation is mourning his departure.
If peopleseem resistant, try not to take it personally! Realize it is a loyalty issue and that some people need timeto make that transition and adjust to the change. Think of your leadership tenure as a bank account. If you are going to be successful, thebank account requires deposits. Inthis case, the “shareholders” make deposits based on their level of trust. To build that account takes TIME. While some deposits may transfer toyour account from your predecessors, the reality is that they will be minimal. HOWEVER, in time, your faithfulness tothe work will yield similar results.
Don’tbe quick to make changes for which you lack the necessary relational equity!
It is farbetter for your changes to be evolutionary than revolutionary! If you start disassembling everythingthat preceded you or initiate too many completely new endeavors, you will puteveryone in a state of shock. Whenthat happens, people will be resistant in making “deposits” in your leadershipbank.
Resistthe temptation to make promises or cast vision that is totally unrealistic inan effort to get the folks behind your leadership.
It willbe hard for people to get behind any new vision when they are unfamiliar withyour leadership or track record. Every leader needs some “victories” to validate him (Joshua 3), so thosewho are following will know that God is with him.
It isimportant that every leader realize that “all change is a critique of the past”(Sam Chand). Even something asinsignificant as painting a wall or moving the pulpit can be misperceived. Questions may arise as to what waswrong with the way things were done. Since change that is imposed is usually opposed, itbecomes important that the new leader focus on building relationships. It is vital relationships that willprovide you the equity you need for future change. If you don’t take the time to buildthese relationships, you may find yourself writing checks you can’t cash!
Rememberpeople will view you differently than they did before you came!
It is onething to be a guest – either ministry or as one visiting as a possiblesuccessor – it is another to become their pastor (leader). Particularly, those who may havepreviously visited the church as a guest speaker will need to realize thattheir new position is quite different and people will respond differently.
Don’ttry and be your predecessor …
It isimportant that you be respectful and honor your predecessor – theiraccomplishments and their character. If they were a strong and impactful leader (casting a large shadow),respect that, but do not feel any obligation to try and “live up to” theiraccomplishments or reputation. Resist the temptation to become a clone or carbon copy.
You haveuniqueness to your own life. Don’tbe afraid to let it show. You arenot there to “fill someone’s shoes”. The stewardship that has been entrusted to you does not re quireyou to pretend to be someone you are not, but rather to be as authentic andgenuine as you can be.
Resistshort term thinking … build for the long haul.
It isvery easy in a transition to believe that urgency demands we movequickly. However, the consequencesof hurried leadership strategies, that are created to give an impression ofprogress, are weak foundations and create long term collapses. The race we’ve been called to run isnot a sprint,but rather a relay marathon. Runyourrace!
While theSpirit of God is never static, He does lead us … not driveus! As a leader, recognize thatdiscipleship and transformation are a process. Big buildings require massive foundations. The bigger your vision the more timerequired to establish the foundation for it. Sky-scrappers do not come pre-assembled!
Thingsto Nurture
Honorand celebrate the past and your predecessor.
In mostcases, the stewardship that has been transferred to you has come from apredecessor that is loved and respected. Since most people are in the process of shifting their loyalties fromone leader to another, it will serve you well to honor and celebrate him wheneverthere is opportunity. To do sowill not weaken your position, but rather make it easier for people to make theshift.
ExercisePatience.
Patience…and more patience. While you mayhold the “title” of pastor (leader), it does not mean you hold the trust ofthose you are leading. Over time,you will see the people’s heart turned toward you and their willingness tofollow you based on your character, faithfulness and service. Until then, resist the urge to runahead of them.
One ofthe qualities of ministry is longsuffering! If you will give things the time they need, you willexperience the results you are desiring.
Buildrelationships with people, both for your own personal growth and from theorganization’s past, who will have the wisdom to give you advice as you leadforward.
Goodcounsel is required to make good decisions. Experience will become a major ingredient to navigating thechanging season in the life of the organization and in your life personally.
Often,without building these strategic relationships, a successor will not have the “insideinformation” that is paramount to understanding the present culture of theorganization and its historic systems and procedures. Find those who have the knowledge and influence, build arelationship with them, and ask them to help you. When their input aids you in making good decisions, thatresults in favorable results; be sure and acknowledge them (publicly and privately). If things don’t work out as planned, becareful not to alienate them by blaming them; rather ask for more input on howyou might remedy any issues.
Don’tbe overly sensitive.
Realizethat every leader has critics … especially when they are the “new guy” on theblock. Carefully inspect each criticismfor whatever truth may be in it so that you can grow. If you learn to respond properly to your critics, withoutlashing out or trying to prove yourself to them, you will find out they have helped youbecome a better leader.
Respectorganizational culture.
Everyorganization has a culture all of its own. When assuming your new position, learn to respect thetraditions and customs that are present. If you believe some are harmful to the growth and progress of theorganization, you will (in time) be able to address them through teaching andmodeling. Just remember, it iseasier to lead people that are not offended!
Conclusion
Allchange brings conflict. Theprimary arena of conflict is the distance between “expectation and reality”. The narrower that gap, the lesslikelihood of major conflict. Never promise what you can’t deliver. Confidence and trust born of godly character is thefoundational stone of all successful leadership.
You mustbelieve and trust the grace that God is imparting to your life for your newassignment. As that grace isimparted to your spirit, it will enable you to endure the difficult times,charge the atmosphere with faith, and see the purposes of God actualized. Remember the voice of the Lord thatcalled you to this place! Focus onthe vision! Fear God and love Hispeople!
| Materials Adapted from:
Destiny Leadership Resources and Leadership Roundtables Hosted by Destiny World with Dr. Sam Chand
Additional Sources:
Succession Planning
The Leadership Link, growingleaders.com |