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Leading Change: How Faith-Driven Leaders Manage Change (and Survive)


Female Faith-Driven Leader

In a world of constant evolution, the ability to lead change effectively is essential for the success of any organization, especially those driven by faith. Change management is the unsung hero of leadership. Whether it's adapting business practices to meet shifting markets, expanding outreach programs for churches, or updating operational structures, change is inevitable. We'll explore why change management initiatives often fail (80% failure rate) and provide strategies for leaders to navigate resistance to change.


Change is about numbers and emotional engagement. Purposeful change is anchored in a numeric reality, but it's ultimately about emotionally engaging those you're leading with a sense of urgency to change. Leading in the tension of data and emotional engagement is exponentially more challenging in faith-driven organizations.


As we've studied 5,000 leaders and personally worked with over a hundred leaders to navigate change, here are some of the most common mistakes faith-driven leaders make.


7 Pitfalls to Avoid When Leading Change

  1. Lack of Alignment with Mission: Change initiatives must flow out of the organization's core values and purpose. Without precise alignment with the "why" rooted in principles, change feels arbitrary. People will not change just because you think it's a good idea.

  2. Insufficient Communication: Transparent and consistent communication is vital. When communication breaks down, it creates space for uncertainty and fear. Your people and team would rather hear honest, lousy news than no news at all. Communication gaps create credibility deficiencies.

  3. Hero's Syndrome: As the leader, you are the driving impotence of change, but you will not be the catalyst. If you need to be the visionary, the operator, and the catalyst for change- forget it.

  4. Undervaluing the Human Factor: Change impacts people emotionally. Neglecting feelings of anxiety or loss can hinder progress. Agile, compassionate leadership must address both the practical and emotional implications of change.

  5. Limited Collaboration: A collaborative process focused on listening sessions creates more vital buy-in. Imposing change without seeking input and contributions from those affected breeds mistrust.

  6. Misunderstanding Resistance: Resistance can be a signal of deeper concerns or reveal gaps in the change plan. Dismissing it harms morale; addressing it turns potential critics into champions.

  7. Miscalculating Credibility: Lead long enough, and you'll experience this painful miscalculation. Leading change requires more credibility than you realize. If you don't have it, you must borrow it. No one to borrow it from? Then, get ready to lead a team through a painful season of crisis.

6 Anchors for Managing Change

  1. Anchor the "Why" in Faith & Vision: Clearly articulate how the change honors the organization's foundation and advances its mission in multiple areas. Your ability to inspire while anchoring tactics, in reality, will help build momentum to start. Ensure the "Why" provides personal value to those you're leading from an emotional, physical, or financial reality.

  2. Communicate with Clarity and Compassion: Provide frequent updates, use accessible language, and create safe spaces for dialogue and questions. Rhythmic updates providing actual data will ease people's emotional adjustment to change.

  3. Acknowledge and Address Emotions: Offer support, actively listen to concerns, and demonstrate empathy for the challenges change brings. Learn to shut up and accept the heartache you're the face of while leading. As it gets tough, find outsiders to help you process your own emotions.

  4. Foster Collaboration and Ownership: Involve employees, members, or volunteers in decision-making, vision shaping, and timeline implementation. Empowerment generates investment in success. In addition, find your catalyst(s), which should be 15% of your change population, and become their greatest supporters.

  5. View Resistance as an Opportunity: See resistance as a chance to understand concerns, gain perspectives, and strengthen the change plan. Schedule at least two sit-downs with employees and team members from across the organization and listen to their concerns about life and change during the process of leading change.

  6. Make short-term commitments and stay agile: Use language like "pilots" or "Our current best thinking" when talking about decisions. The pace and pull of change must remain agile as you navigate the process of change.


Leading change requires a balance of practical management strategies and a deep understanding of what shapes motivations and perspectives. By anticipating common pitfalls and proactively addressing potential challenges, you can guide your organization toward a transformation that strengthens your mission, honors values, and empowers your people.




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