Leading Change at FMC
Notes
Transcript
Change is our middle name
Change is our middle name
Leading Change at FMC:
John Wayne for planter
Disaffiliation
purchase of property
JW to lead pastor
Restructure of governance
legal name change
Loss of several staff members
New leadership
new staff
Susan Kent
Steering Committee
Launch of TWHCC
new core values for FMC
new denomination becomes solidified
Capital Campaign, expansive global goals
From 1 campus to two campuses
From 1 city to a regional mission field
From financial uncertainty to financial expansion
rebuilding to pushing our comfort zone
From decline to rapid growth
Three Phases of Transformation
Three Phases of Transformation
From William Bridges, Managing Transitions
Show picture
Difficulties of the Neutral Zone:
Anxiety rises
People from organization leave (staff and congregants)
Old weaknesses reemerge
Priorities are confused
Polarization
From disaffiliation on we saw a lot of this:
high turnover
people left or faded away
Broken systems became very evident
Conflict
Positives of the Neutral Zone:
Creativity increases
Innovation is possible
Collaboration and problem solving
We also have experienced a lot of this:
Financial ingenuity
Collaboration from jumping in to serve to leadership working together
Rethinking systems: discipleship pathway, organization changes, new job descriptions, etc.
Creativity: new programs, new service times, it was a risky/creative move to invite me to be lead pastor. Not many know this but you barely knew me, unproven, largely unknown.
Strategies in the Neutral Zone:
Normalize
Short-term systems
Capitalize
Show picture again:
Transition….How do we navigate change? Hopefully these are helpful to you personally, and in your job, but for all of us at FMC. We will come back to this picture because I think we are on the precipice of turning a corner.
I. The Rider on the Elephant - Switch by Chip and Dan Heath
I. The Rider on the Elephant - Switch by Chip and Dan Heath
One of my favorite illustrations on leading change is the elephant and the rider. Jonathan Haidt in his book The Happiness Hypothesis describes our emotional side as an elephant and our rational side as its rider.
Rider is perched on top and holds the reins and seems to be the leader. The rider is steady, looks down the road. But the rider’s control is precarious because he is steering an elephant.
Elephant is six-ton and if rider and elephant are at odds, the elephant wins. But the elephant is lazy, skittish, looks for the quick pay-off.
Chip and Dan Heath argue that successful change happens when leaders address three key elements:
1. Direct the Rider (Logical Guidance)
1. Direct the Rider (Logical Guidance)
People need clarity and direction. Without a clear vision, the logical mind—the "Rider"—becomes paralyzed by overanalysis.
“What looks like resistance is often lack of clarity.”
In West Virginia University released astounding research that showed the lack of health in eating habits in the region. They launched a campaign to directing people of the importance of “eating a healthier diet.”
The problem is….no one knows what a healthy diet is. They learned that the hard way. Nothing was clear. Long story short, they discovered a way to improve everyone’s diet overnight. Find a way to get low fat milk into their firdge. If Americans switch from whole mile to 1% or skim, the average diet would immediately attain the USDA recommended levels of saturated fat. So they ran a campaign to tell people to drink skim milk. And they were successful. The marketshare on skim milk where they conducted their campaigns went from was less than 18% all the way to 40%. They found a way to be crystal clear about the change.
Application for leaders: Clearly articulate the vision for change within the church. For example, if the goal is to increase community engagement, describe what success looks like and outline the specific steps to get there.
2. Motivate the Elephant (Emotional Engagement)
2. Motivate the Elephant (Emotional Engagement)
Change requires emotional buy-in. The "Elephant," representing emotions, must feel inspired and valued.
Example: John Stegner worked for a company and he believed they had a purchasing problem. Costs could be driven down by not 2% but something like $1 Billion dollars over 5 years. He knew a big shift needed to happen but how was he going to convince all the bosses! He assigned a summer intern to track a hunch he had on the different types of work gloves used in the company. 424 different types and worse, they were bought at different prices from different companies. same gloves could be $3 or $17.
Application for leaders: Share stories of lives transformed by your church’s mission. Highlight the spiritual impact of the proposed changes to evoke a sense of purpose and urgency.
3. Shape the Path (Environmental Support)
3. Shape the Path (Environmental Support)
Change is easier when the environment supports it. Removing barriers and creating small wins fosters momentum.
Application for leaders: Simplify processes that make change more accessible. For example, if you're starting a new discipleship program, create clear schedules, provide training, and celebrate early adopters.
Discussion Question: What barriers to change have you encountered in your church, and how can you address them?
II. Overcoming Resistance: Insights from Immunity to Change by Robert Kegan and Lisa Lahey
II. Overcoming Resistance: Insights from Immunity to Change by Robert Kegan and Lisa Lahey
Robert Kegan identifies a common challenge: people often resist change not out of stubbornness but due to hidden fears and competing commitments.
“We uncovered a phenomenon we call “the immunity to change,” a heretofore hidden dynamic that actively (and brilliantly) prevents us from changing because of its devotion to preserving our existing way of making meaning.” -Kegan
“more than we understand, most people deal constantly with fear. “I’m not afraid,” we know you are saying to yourself right now. “I feel fine.” And you are right. You do not feel your fear. The reason you do not is because you are dealing with it. Though you are not aware of it, you have created a very effective anxiety-management system, and that system is what we call the immunity to change.” -Kegan
To address this, leaders must uncover and address these underlying factors.
1. Uncover Competing Commitments
1. Uncover Competing Commitments
People resist change because it threatens their current sense of identity, comfort, or priorities.
Application for leaders: If members are against us planting a church….what os the reason that they present this resentment?
2. Engage in Adaptive Work
2. Engage in Adaptive Work
Adaptive challenges require not just technical fixes but a shift in values and perspectives.
This is more complex then I want to get into here. But most of the cultural change challenges we face are not technical problems. Let me give a quick example:
Facilities director: there are technical problems…. like how requests for rooms and set ups and temperature of the building. We are trying to build a technical system so that requests are followed and accomplished without spending 100 hours a week.
We have an adaptive problem….groups expect everything to be set up, coffee to be made, the right table and chair configuration, to meet in the church whenever they want, etc.
Application for leaders: Facilitate open discussions that invite members to wrestle with the "why" behind the change. When you face resistance, invite people into a conversation of adaptive work.
3. Build a Safe Space for Change
3. Build a Safe Space for Change
Change requires trust. People need to feel safe to experiment, fail, and learn.
Application for leaders: Create a culture of grace. Reinforce that trying new things is part of growth, and setbacks are opportunities for learning.
Discussion Question: What fears or competing commitments might be hindering change within your congregation?
III. Leading Transformational Change: Principles from Change the World by Robert Quinn
III. Leading Transformational Change: Principles from Change the World by Robert Quinn
Robert Quinn emphasizes that leaders who drive meaningful change are themselves transformed in the process. Effective leaders operate from a deep sense of purpose and integrity, inspiring others to follow.
1. Embrace the "Fundamental State of Leadership"
1. Embrace the "Fundamental State of Leadership"
This state involves being purpose-centered, internally directed, other-focused, and externally open.
Application for leaders: Align every change initiative with the church’s mission. Reflect on how the change aligns with God’s calling for the congregation.
2. Model Courage and Vulnerability
2. Model Courage and Vulnerability
Transformational leaders are willing to take risks and admit their own struggles with change.
Application for leaders: Share your personal journey of grappling with change. Authenticity builds trust and encourages others to follow.
3. Foster a Spirit of Collaboration
3. Foster a Spirit of Collaboration
Lasting change happens when the community takes ownership.
Application for leaders: Involve diverse voices in decision-making, from staff to congregants. Create teams to spearhead and sustain initiatives.
Discussion Question: How can you as leaders model transformational leadership to inspire your congregation?
Review:
Move the Rider and the Elephant
Overcome Resistance
Lead Transformational change
Coming out of the Neutral Zone
Coming out of the Neutral Zone
Show the picture again….we need to break through now.
New Beginnings:
Name it.
Our mission is to make disciples of Jesus Christ.
Our Vision is to be a Presence-based church committed to discipleship to Jesus in our mission field; and an equipping location for Kingdom-building regionally and internationally.
We are one church in two locations.
4 Rules of New Beginnings
4 Rules of New Beginnings
1. Be Consistent
1. Be Consistent
Communication is critical. Consistent in how we speak: Conroe Campus and TWH campus. Consistent in our commitment to make disciples and working back to this mission and vision statement.
2. Ensure Quick Successes
2. Ensure Quick Successes
This is about finding low risk wins. This is about building momentum. Examples: discipleship pathway…. spirit and truth conference, daybreak.
For leadership: Town halls…even just for information and success.
Combined worship services, community lunches. These are sure wins.
We just okayed a group of amish students to hangout in our church on thursday evenings.
I cannot wait to tell the church the note I got from the leader….
3. Symbolize the New Identity
3. Symbolize the New Identity
(FMC logo and TWH logo and Celebracion logo)
Core values in our office….
4. Celebrate the Success
4. Celebrate the Success
Over $4Million raised
TWH: over 100 in worship christmas
baptisms: 4
25 new members
3 small groups with 30 people meeting in homes
8 Community events
Involved in Meador
42 people on the serve team
6 people on the prayer team