Navigating & Implementing Change
by Jim Estep
Change is something we all talk about, but rarely do we ever actually study it in order to understand the process and do it well. Change is something we all say we need but seem bewildered as to actually implement it. For most of us when it comes to change, our compass is spinning and we cannot find north. In a recent e2 blog, Mark Taylor provided this formula:
R = A/T ± S
The formula reads this way: Resistance to change equals the Amount of change, divided by the Time before the change, plus or minus Salesmanship; A and T should, if possible, cancel out.
If your church is changing what brand of coffee it serves at the welcome center, you’ll probably not encounter much resistance. The Amount of change is small. But if your church is moving from one side of town to another, you may experience major resistance, because this is a huge change. In this case you need to allow plenty of Time between when you announce the change and when it happens.
How does one navigate through all this? How do we chart a course that will minimize the resistance and expedite the change? Just like setting your car’s gps to go from your current location to where you want to go, there are seven steps to navigating change that accomplishes this.
Step ① Deciding to Travel: You have to know why you are going where you are going. The primary matter is here is why the change is necessary. God’s Impetus: This may be the result from seeking God’s will in prayer, fasting, Bible study, and sharing with the elder team something that has been laid on your heart. Assessment: As an elder, you may realize that something in the congregation has grown ineffective (not achieving what it was mean to achieve) or ineffective (uses to many resources for what is being accomplished). Often it is a sense of discontentment that makes us aware of this. Realization: Recognizing that the current ministry doesn’t meet real needs, or that we are only ministering to those already in the church rather than reaching out to those in our community, beyond the walls of our church. Comparison: Another impetus for change is when we see another congregation is flourishing while ours is only striving, we then acknowledge we need to do something different. Bottom line, we change when we have sufficient motivation to do so.
Step ② Determining a Destination: We need to change, but what? When we determine that a change is needed, it is time to study not only the condition of our congregation, but seek out other ideas, examples, models, insights so we can definitively determine a destination. You cannot really set the gps without a destination in mind, it has to take you somewhere. Reading books and articles, visiting other churches, calling a consultant, participating in a conference or convention; all of these are ways to learning what needs to be changed. You are already building a coalition for the change. “Plans fail for lack of counsel, but with many advisers they succeed” (NIV, Proverbs 15:22).
Step ③ Setting a Course: You know why and where are going; not it is time to calculate the route. Essentially, as those managing the change process, you have to map out the way to your destination, set out your turns, waypoints, and warnings! How?
Determine the necessary resources and timetables for the change.
Gather relevant information to make the course sure.
Develop the resources, skills, and communication means required for a successful trip.
This is when you may begin encountering some resistance to the idea, so you may have to do one-on-one convincing that this is the right destination and direction to take to bolster initial support.
Step ④ Start Driving: Time to start on the journey. Change is not accomplished by knowing why and where you are going, nor by setting a course to arrive there. It is really accomplished by supporters, those who positively embrace and engage the change. How?
Create congregational buy-in by engaging a real need.
Provide a biblical/theological rationale for the change.
Tie the change to the Vision/Mission of the church.
Objectively and subjectively illustrate the need for change.
Build consensus with key leaders throughout the congregation – rally your champions!
“Under-promise and over-perform.”
Step ⑤ Stay the course: Remember the “R” in Taylor’s formula? Resistance. While traveling to our destination you anticipate delays, unforeseen obstacles, or even just breakdowns . . . but you are still on course. How many times does a GPS say “Continue for the next 59 miles” … you’re just going to go straight for an hour. Stay the course, don’t get distracted, and if you do encounter resistance, look back at Step ④; reassert these. Even if the resistance becomes personal, stay on message, stay on course.
Step ⑥ Destination Ahead: After a long journey, you can begin to see the results of the travel, “Your destination is ahead in 400ft.” Remind people that the journey is not done, but we are almost there. Prepare for the final stages of the trip. Inform them of the specific transitions, action items, and resources needed to complete the trip.
Step ⑦ You have arrived at your destination: But you are still not done! Yes, the change is complete, but several action items remain:
Remember to glorify God for the accomplishment.
Celebrate the arrival as a congregation.
As a leadership team, itemize the successes and acknowledge the mishaps; ask yourselves, “What did we learn from this experience?”
Start planning the next trip! No one takes one vacation or makes one move. Change is never really complete. It is an ongoing cycle of renovation. Today’s great innovation is tomorrow’s status quo and the future’s need for change. Always ask, “what’s next?”
Running the Play: Change is not wandering. It is a deliberate journey to a desired destination; plan accordingly.
Editorial Note: The above was first published by e2 as Play #3 in our Elder’s Playbook.
