Leadership on the Line

Leadership on the Line

In their book, Leadership on the Line, (Harvard Business School) Ronald Heifetz and Martin Linsky write, “To lead is to live dangerously because when leadership counts, when you lead people through difficult change, you challenge what people hold dear—their daily habits, tools, loyalties, and ways of thinking—with nothing more to offer perhaps than a possibility.” The remainder of the book talks about responding to these dangers and keeping your spirit alive when the going gets very tough. That’s why I think this book, although marketplace focused, has a lot to do with those of us in the trenches of ministry. The reason that biblical themes include numerous military metaphors is because leading in the church—well, it can feel warlike. Those who prefer a softer, kinder, more shepherd-like analogy of ministry are in for a rude surprise when difficult decisions need to be made such as changing worship styles, becoming outreach focused, relocating, or letting go of a loved but ineffective staff member...  

Regarding change, the authors write, “People do not resist change, per se. People resist loss.” That’s an interesting idea when you consider possible solutions to your church change challenges. Instead of seeing through the filter of what you want to accomplish, evaluate from the perspective of what those who are resisting the new idea are losing. As you do this, you’re more empathetic and as a result, more effective in determining a solution that will address their real fears.

When you look at biblical history, you find a boatload of people who have paid a significant price to put their leadership on the line. At the same time, there are plenty of examples of leaders who tried to please, compromise, and nurture their way into the future. The problem is that these approaches rarely worked and the result is that God’s work was thwarted. While this isn’t a suggestion for warlike, autocratic leading, it is about the reality of pain, courage, facing fears, and feeling like quitting.

In the final chapter, “Sacred Heart,” they write: “A sacred heart means you may feel tortured and betrayed, powerful and hopeless, and yet stay open. It’s the capacity to encompass the entire range of your human experiencewithout hardening or closing yourself. It means that even in the midst of disappointment and defeat, you remain connected to people and to the sources of your most profound purposes.”

I meet a lot of people in the ministry who are weary in well-doing. They feel frazzled and frustrated with the progress of their churches, yet they’re nervous about putting their leadership on the line. I hope this column and even this book might encourage you to do what has to be done to move your ministry forward this week. No matter how many articles or books on leading you read, you can’t avoid the difficult decisions that are often required for us to do what is needed.

FOR DISCUSSION: What is the most difficult ministry decision you’ve ever had to make?

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Alan Nelson is the executive editor of Rev! Magazine (www.rev.org), the author of a dozen books, and has been a pastor for 20 years. You can reach him at anelson@group.com. You can subscribe to the Rev! Weekly Leadership Update here.