*This is part two of the article published in the previous post.
3. Ban Delusional Talk
Those of us who resist change are often delusional.
I can continue to be rude to my spouse and our marriage will get better.
I can slack off at work and get a better performance review.
I can get abs of steel in a workout that lasts 60 seconds.
Most of us become crazy people when we’re fighting change.
So, as a leader, ban delusional talk around your table.
Call it out. In love, let people see how crazy their thinking really is.
I know you love Southern Gospel music but most of the teens we want to reach don’t.
I realize you love our organization just the way it is, but the average age of our attenders is 65.
I know you think a new building will solve all our problems, but why can’t we solve them in our current half-empty facility?
Don’t let your leaders be delusional.
4. Get An Outside View
Familiarity breeds contempt and distorts perspective. If your team doesn’t immediately respond healthily to a call for change, you might be ripe for an outside voice to help you arrive at a new place.
This would be the perfect time to read a book together, attend a conference, or (best yet), hire a consultant. If the future is at stake, it’s not a bad investment to spend the money on an outside perspective.
5. Offer Constant Feedback
As you move through these conversations, keep people honest. It will be hard. But you need to do this.
Continue to point the group back to the truth. Honestly, gracefully, but truthfully.
Just keep snapping people back to reality.
I say this because it will require herculean effort to ensure you don’t end up hoping for a diet-pill and cupcake solution. There is probably little gain without significant pain.
6. Draw A Line And Call It For What It Is
At some point you have to stop talking and start doing.
Here’s my suggestion. If you’ve been in an honest dialogue for at least a year and are not making progress (that is, you haven’t made a plan for change you are ready to act on), you have come to a moment of truth.
At some point, you just need to tell everyone where you have landed.
So our plan for change is to implement X, Y and Z by this date. Let’s do it!
So essentially we have decided that we will not grow. We are content with the status quo. We will not change. And we will live with the consequences of stagnation, decline and decay.
Guess what? 99% of leaders will never utter the second statement.
And that’s why they’re stuck. That’s why they’re perpetually frustrated.
But that second statement is exactly what you need to say if that’s your reality.
And then—are you ready?—you need to decide whether you want to lead that organization.
This isn’t easy at all, but I do think it can help leaders who feel stuck leading an organization that says it wants to grow but doesn’t want to change.
This article was originally published at: Careynieuwhof.com