The Importance of Transition Leadership During Change Management

Change and transition are not the same.

Change is the new set of circumstances or the new situation we desire. Change represents the end result of a successful organizational effort. Examples include creating a new department, changing the organizational structure, moving to a new location, or launching a new product or offering. All of these are significant changes.

Transition, on the other hand, is the set of people-oriented experiences that precede change. If change is about new circumstances, transition is the emotional, psychological, and spiritual adjustments people go through as change is implemented. Change needs to be managed, where transitions need to be led. 

Understanding the difference makes all the difference.

Planning for Organizational Change: Most leaders are relatively adept at planning for change. At the highest level, a change management plan starts with the desired outcome. It then works backward, step by step, to create the necessary preconditions for that outcome. These preconditions are primarily situational and circumstantial. 

Planning for Emotional Transition: Most leaders stop at the change management plan. We know where we currently are (Sunday School), we know where we want to be (small groups), and we have a plan to get there (change management plan). But most likely, without a transition plan, this change would be only partially successful with a wake of bodies behind us. Unlike change management, transition leadership starts with where people are and works forward, step by step, through the process of leaving the past behind, getting through the confusion of change, and emerging with new attitudes, behaviors, and identities. If change is the new circumstance (small groups), transition is the psychological process to get people there. This is incredibly important to understand, as every change ultimately involves and is initiated, experienced, and adopted by people.

Conclusion: Most of us are good at identifying what needs to change. And we’re relatively proficient at developing change management plans. But what separates those who desire change versus those who can lead to change is the ability to see and integrate transition plans. Get this right, and you’ll not only achieve the desired change, but you’ll bring the support of most people along with you.

How can I help?

Helping ministry and marketplace leaders through change, transition, and transformation is why I created Transformation Solutions. Go right now to mytransformationsolutions.com and sign up for a free, 30-minute conversation to decide if working together works for you.

6 Strategies to Preach Your Best Sermon

This might be the most important preaching principle I’ve learned.

Before I tell you the lesson, though, let me walk you through my process of discovery:

When I first began preaching, I took an entire manuscript on stage. It was a pastoral security blanket – except not pink and fuzzy. I tried not to read it directly, and in most cases, I was successful. But in my mind, it was good to know it was there… just in case I needed to snuggle.

Unfortunately, as I watched my messages the next day (it’s awkward, but you should do this if you don’t already!), I felt my preaching was lacking an important ingredient – CONNECTION. I was communicating all the content. I didn’t miss any stories, illustrations, points, or verses. But as I watched myself, I realized something significant:

Great content without great connection is poor communication.

And that was my problem. I communicated clear content without any relational connection, and it wasn’t working.

As I diagnosed my lack of connection, the problem became apparent: I was more focused on WHAT I was saying than WHO was listening.

In this NEW POST, I outline six strategies to help your next sermon be your best sermon.

If you’ve got 10 minutes, I think these strategies could make a huge difference.

One more thing: If you’d like some help with preaching, content development, content structure, or presentation, let me know. That’s part of what I’m doing for lots of great pastors and preachers right now.

Funding Ministry: The Four Types of Givers in Your Church

Ministry takes money.

Which means raising money (AKA inspiring generosity) is part of the job.

For many in ministry leadership, fundraising is a constant pressure. Fundraising can be frustrating. It’s easy to feel discouraged by this aspect of the job, but I’d like to suggest an alternative to that negative emotion.

In this NEW ARTICLE, I discuss a strategic pathway to move people from tipping to generous giving.

This isn’t just a solution to fund your ministry. It’s an opportunity to create disciples.

How can I help?

Helping ministry and marketplace leaders through change, transition, and transformation is why I created Transformation Solutions. Go right now to mytransformationsolutions.com and sign up for a free, 30-minute conversation to decide if working together works for you.

The Five Steps of Effective Delegation

If you’ve been following this delegation conversation, you’ll remember that every effective delegation must come with specific responsibility and authority. That’s why the Levels of Delegation are critical to delegation success.

With that in mind, it’s worth considering the best steps for an effective delegation.

Here are five steps you as a leader need to take when delegating any task or project:

1. Decide on the right person: This might go without saying, but to be sure: Not everyone is capable of every task. I’d hate for someone to delegate accounting to me. Previous bosses never did that, so I’m assuming they recognized my other abilities.

When you prepare to give away a job or task, consider what will be required and ensure the person you select has the innate skill and margin for success.

2. Specify the desired results: Read (or reread) the Levels of Delegation post. Defining the level defines the desired result.

3. Develop a timeline: This is an often missed step. The person on the other side of your delegation needs clarity on task and time. By time, I don’t mean, “this is important.” That’s not specific. Delegate with deadlines. If the job is multifaceted, define the timelines for each segment of the work.

“Develop” doesn’t mean dictate, though. Developing a timeline means you, as the leader, involve the person on the other side of the delegation input on the timeline. It’s unfair to expect someone to meet a deadline when they aren’t allowed input on the timeline.

4. Define the individual’s or team’s authority: Authority is critical to success. Please never give away a task or project without the necessary authority to finish the job. And don’t assume authority is assumed. Be clear that you are giving them the power needed for the delegated responsibility, especially in Level 3 or Level 4 delegations.

5. Remain available: No matter what the level of delegation, you should remain available to support the task or project. Don’t abdicate when you delegate. Remain engaged to help. That’s not micromanaging — that’s good leadership.

I know what some of you are feeling: This will be more frustrating than just doing it myself. Maybe. But what I do know is a lack of delegation brings much worse results than frustration.

Remember, the goal of successful delegation is neither to micromanage everything nor to abdicate your role completely, but to create personal margin, develop other leaders, and increase overall capacity and output.

The Four Levels of Delegation

No leader wants to be the lid for their organization, experience burnout from attempting to manage it all, and see their staff teams flee to better opportunities. However, leaders who are unwilling or unable to delegate will experience it all, and more.

If you’re unwilling to delegate, I can’t help you.

If you are unable, I’ve got great news: Leaders who learn to give away specific responsibility and authority unleash their organization and the leaders within.

To delegate well, leaders need to define versions of delegations. I call that the Levels of Delegation.

Here is a preview of the four levels. For all the details, click for the full article.

Level 1 – Investigation
Level 2 – Informed Progress
Level 3 – Informed Results
Level 4 – Ownership

The level approach to delegation automatically gives responsibility and authority clarity.

Trust me: Your team wants to those tasks and opportunities.

Three Inevitable Outcomes When Leaders Refuse to Delegate

IN THIS NEW BLOG SERIES, WE’RE TALKING ABOUT DELEGATION.

Here’s a preview of part 1. Click to read all the details.

SUMMARY:
Leaders who are unable or unwilling to delegate to others destroy organizational and personal potential.

No leader does this on purpose, but without a clear delegation plan, the results are inevitable.

As an organization grows, so does the complexity and the need for capacity. No leader has enough ability to lead a growing organization alone indefinitely. A lack of delegation leads to unavoidable results:

1. Leadership burnout
2. Organizational stagnation
3. Staff departures

I assume you don’t want an organization small enough to be managed alone. I doubt you want your best leaders to find other organizations where they can thrive. And I know you don’t want to burn out along the way.

Not to oversimplify these leadership dilemmas, but delegation is a massive part of the answer.

Four Strategies to Lead People Out of Organizational Comfort

Trying to lead Israel out of Egpyt to the Promised Land must have driven Moses crazy!

What a bunch of babies! Or, maybe there’s more to what they were feeling.

When people are about to experience change, transition, or transformation, we see their negative reactions as resistance. But people don’t resist progress, they grieve during the process.

Change, transition, and transformation require leaving what was behind for what is to come. That means loss. People will lose something to embrace the new. Losing is uncomfortable, and it creates grief.

In this NEW POST, I’ll give you four strategies to lead people out of organizational comfort.

Here’s a hint: Not everyone is going to make it.

THE Strategic Question for Today’s Hybrid Church Model

“Hybrid Church” is the new church buzzword these days.

And churches are asking a lot of good questions about how to best become more hybrid.

Unfortunately, asking the right questions in the wrong order doesn’t yield the best results.

In this NEW ARTICLE, I discuss the hybrid church and the driving strategic question that we all must answer FIRST.

This is only a 4-minute read. I hope it’s helpful.

Three People Every Leader Needs

Leadership is challenging.

If it were easy, I guess everyone would do it. But you are doing it. You are trying to lead the organization well, love the people well, and move things forward. 

No matter the context, leading tests every people and organizational skill in our toolbox.  

I’ve been in both marketplace and ministry point leadership. While the specifics may look different, the challenge remained the same. 

Leadership is too complex to do alone. It’s not a solo sport. None of us are smart enough to lead alone. None of us are skilled enough to lead alone. We need different perspectives. We need people around us. 

But who? The people who work for us can play a role alongside us for sure. No doubt there are people in your organization who add value to your leadership, but ultimately, that is insufficient. The people in your organization see the organization like you because they are too close to it, just like you. 

Every leader needs people from outside their organization in their life. Three people, to be specific. 

Who are the three people, you ask? I’m glad you did…

1. A counselor for the past

Counselors help us work through our past. If your past is affecting your present, it’s not really in your past. That’s where a good counselor comes in. Every leader has scars from past experiences that we bring into our current leadership realities. Counselors help you deal with the past so you can be present in the present. If you know you need a counselor, stop what you’re doing and find one right now. If you’re not sure you need a counselor, ask your spouse, friends, or staff (Hint: You do).

Word to the wise: Seeing a counselor today may keep you from needing a counselor tomorrow. This is a critical person for your life. 

2. A consultant for the present

As a leader, you need to understand the reality of your organization accurately. This includes your team, your strategies, and your missional alignment. Because most organizations tend to celebrate good news and excuse away the bad, it’s nearly impossible to assess the realities in the organization from within the organization. Consultants ask the right question to help leaders uncover problems and consider potential solutions. Consultants are experts in assessments, strategy, methods, and models.

3. A coach for the future

Finally, every leader needs a coach. Coaches help you define the future and take the best steps to get you and your organization there. Coaches are future-focused and strategic. Like consultants, they can assess and understand the present realities, but their goal is to inspire and equip leaders to achieve that personal and organizational future.

I’m a better leader when these three roles are present in my life. The most challenging days? Well, it goes without saying.

If you are a leader: Find a counselor, hire a consultant, and engage with a coach.

Could I serve as your consultant and coach?

Helping ministry and marketplace leaders evaluate the present and move toward the future is why I created Transformation Solutions. Go right now to mytransformationsolutions.com and sign up for a free, 30-minute conversation to decide if working together works for you.

Two Scary Reasons Church People Aren’t Coming Back to Church

If you’re a pastor or church leader, I completely believe this is worth reading.

I’ve been watching our church attendance and engagement throughout the pandemic, paying special attention to the trends after we opened our building for in-person services in February.

And I’m terrified by one trend. It’s an alarm bell that we must address right now.

Some people are coming back. Some will come back in time. But there is a group, and it may be a significant group, who aren’t coming back — not to your church or any church. They are the churched people who are about to be fully de-churched.

Why? Possibly because they spend the better part of the last year not engaged with church and their life isn’t any worse.

THIS SHOULD BE A WAKE-UP CALL FOR US ALL.

Life inside the local church should be distinctly better than outside. I’m afraid that hasn’t been the case for too many.

In this NEW ARTICLE, I dig deeper into who these people are and what we need to do in our church to help ensure it never happens again.