I love to eat! When I was in high school, I would go for a day or two without eating and never even notice. We had plenty of food; I was just busy with other things. Now I barely go for an hour or two without being tempted by something with enough calories to add pounds just by looking at it.
I appreciate a nice restaurant with quality food and great service. I love Atlanta, but it did take some getting used to “all things fried” and sweet tea so sweet it can take the enamel off your teeth. So each time Patti and I find a really great restaurant, we are thrilled.
Large and small restaurants share a similar purpose. They want to serve good food, provide good service and make a profit. But they are different in nature. Small, one-of-a-kind restaurants have different concerns than the larger “mega” restaurants, chains and franchises do.
Great leaders expect the best in people, and bad leaders expect the worst. Rinse and repeat.
Over the years, I’ve worked with a number of leaders who think leadership means constant criticism, ordering people around, snarky comments and humiliation. Those leaders (although I don’t think they’re real leaders at all) actually expect the worst in people, and that’s why they treat their teams so badly.
These leaders respond to everything as if you’re trying to cheat them. They use exclamation marks in all their communication. They’re always upset about something.
Change is hard, almost always. Sometimes change is harder than other times.
It’s then where leadership is tested. Tensions can mount. And people are more likely to object.
It’s good to know these times before a leader approaches change. Change is necessary. In fact, while change may produce conflict, without change there will be conflict. Read this post for more on that statement.
Since change is necessary and inevitable, understanding these scenarios before we attempt change may help us lead change better.
Here are five times I’ve discovered that change is hardest to accept and implement:
A serious church management issue presented itself when I became a pastor in Costa Mesa, Calif. All the financial records were stored in a shoebox in a closet at the treasurer’s house. The record-keeping was not even close to being up-to-date, and the board received no reliable financial reports.
Although it took a while, we got the finances out of the shoebox and into the church office, and we began putting together regular accounting reports.
With bookkeeping in such a mess, the church had never had a budget either. I was no accountant, but I knew any church needs a budget.
We had to have a way to report financials, so I created a simple system using Roman numerals I and II. These represented the church’s two basic areas of expenditure: ministry to our community and ministry to our world.
One of your most important roles as a pastor is as vision-caster. Sharing the vision of your church can’t be a one-time event.
The Bible says, “If people can’t see what God is doing, they stumble all over themselves” (Prov. 29:18, MSG).
As the leader, God has called you to help your congregation see what God is doing in your midst. That’s why you must continually put the vision of your church before your congregation—at least every 26 days. That’s the Nehemiah Principle.