The Roles of a Leader
Don had the reputation as a pastor who could make things happen. First Church , with a long history, still showed statistical health but had experienced a slow decline over two decades. Appointing Don to First Church seemed a perfect match to all concerned. Don not only saw the gap between the congregation's performance and its potential, but had insight into the shifts needed. Eager for the turn around in the congregation that everyone wanted, Don wasted no time implementing the crucial changes.
An outsider to an organization often has 20/20 vision regarding the reality and what is needed in that organization. Lasting change, however, results not from an outsider (or even a pastor of some years) pushing change on people. Lasting change happens only as the insiders (persons inside the congregation), immersed in the culture, choose to pull change into their system.
Don, at First Church , and any pastor, can make change happen with results appearing quickly in many parts of the congregation. Yep, things change...until the pastor leaves or his or her attention turns to the next problem to be fixed. With the pressure of a heavy hand or watchful eye removed, either by an appointment change or shift of attention, the change often disappears. Sound familiar?
Janice Klein in her book True Change (John Wiley & Sons 2004) reminds us of the reality we often forget. Especially when the leadership called for challenges our natural tendencies. The image of a leader as someone strong who makes things happen persists and may be our default style. Deep and lasting change in a congregation, however, calls for a new understanding of strength and of making . The reality - the work belongs to the people and true change happens through the insights, choices, and work of insiders. It happens when those who are firmly part of the culture:
~ See the gap between current reality and what is possible
~ Begin to deeply desire the new reality
~ See how their own attitudes and behavior contribute to the gap
~ Begin to shift their perspectives and actions.
So what is the role of a leader?
Klein gives us some clues about the role of the leader. We've distilled them down to the following 3:
While carrying out these 3 roles, the leader/pastor must maintain the eyes of an outsider, someone with that 20/20 vision. The leader/pastor strives to become immersed in the culture, not enmeshed. As the leader/pastor (an outsider) begins to see from the perspective of an insider, the goal for the insider is to begin to develop outsider eyes and begin to be released from the grip of enmeshment.
Through the development of listening, respectful, and caring relationships, a new group of people emerges – people Klein calls outsider-insiders. Thesse persons who develop the ability to wear 2 hats, according to Klein, are the only ones who can bring lasting, true change. They choose change and pull it into the congregation.
What happened with Don and First Church ? In the 5 years that Don was at First Church great strides were made. He then moved on to another church and both he and cabinet felt proud about the changes that had taken place at First Church . Within 18 months though, most of those changes reverted and life at First Church was not much different than before Don arrived. Don blames the pastor who followed him. It's easy to do. But part of the truth lies in how Don attempted to bring change to that system. Don did not take the time or exercise the discipline to become an outsider-insider. Change was pushed on people rather than it being something they developed a hunger for and pulled into their congregation.
You can look around and find your own examples of churches that made significant shifts only to revert back once the pastor left or that pastor's attention was drawn someplace else. True and lasting transformational change occurs only when pulled in by people who see it as needed...not when it is pushed or forced on them.
Appyling It
On a scale of 1 to 10 where are you on the outsider-insider scale? Imagine 1 as a wearer totally of the outsider hat and 10 as a wearer totally of the insider hat. If you're clergy, how would the laity rank you?
What do you need to do during the next month to move toward a 5/6, a wearer of 2 hats? What conversations can you have, what relationships do you need to nurture so that you can broaden your view? As a pastor you might share this article with some of your lay people (or as a lay person with your pastor). Together design an alliance, ways together to move closer to that 5/6 place on the scale.
Related Resources
For an excellent resource on how tend to this aspect of change as you engage in planning activities, turn to Holy Conversations by Alice Mann and Gil Rendle (Alban, 2003). This wise and practical book comes from the perspective that people are changed as they talk with others about what they truly care about. Planning moments provide the opportunity and the structure for conversations about what people care about as they decide what to do next.
Though filled with possible processes a congregation might use, the authors stress that the methods used must be appropriate to the needs and abilities of the people and authentic to the leaders. The first chapter of the book can be downloaded for free at www.alban.org. It provides a helpful orientation to and perspective on planning.