The construction of the Temple had begun! Only the foundation had been built, but that was a significant accomplishment. A crowd assembled to celebrate. Many were shouting with excitement and praising God. But when the old men saw the foundation, they realized that the new Temple would be much less magnificent than the original one. They wept with sorrow that the great Temple they remembered was gone forever. The sorrow and the joy were mixed together in the noise of the crowd. It was a time of great change, and people had various feelings about different aspects of the change (Ezra 3:10-13).

The world is changing rapidly. Technology is advancing quickly. New products are offered. Many people are changing their beliefs about life, the world, and religion.

Changes impact organizations. Organizations must change to meet the needs of a changing environment. They should not change their values or their purpose; but they must change their goals, strategy, and actions.

A leader must lead the change in his organization. If he is not prepared for change, he will always be responding to external changes. A leader should not just wish for the world to change in a way that will help his organization. He should not accept the decline of the organization because of changes that are out of his control. Rather than complaining about a changing world, he should change the organization to meet the needs of a changing world.

“It’s been said that seeing the future is one leadership responsibility that cannot be delegated. It can be shared, but it’s the leader’s job to make time today to ensure that there is a tomorrow.”[1] The leader must ensure there is a future for the organization by preparing the organization for the future. If the leader does not do this, no one will. If the leader becomes only a manager of present circumstances, the real job of a leader will not be done.

► Why is it necessary for a leader to be concerned about the future?

Change is needed not only because of external change, but because of progress in the organization. It is obvious that a failing organization should change, but even a succeeding organization must change to succeed at a higher level. Not all change is improvement, but without change there is no improvement.

[2]Some people try to avoid problems by avoiding change. To them, every idea is a problem because it is a suggestion for change. A good leader sees problems as inevitable along the road of improvement.

► How is it possible to see a problem as an opportunity?

The prophet told King Hezekiah that judgment would come, but not during his lifetime. Hezekiah was less concerned when he heard that the results of his action would affect the next generation instead of appearing immediately (2 Kings 20:16-19). Hezekiah had failed to prepare his nation for the future.

A faithful leader thinks of how his actions will affect people in the future. Some results of a decision may not appear for many years, but the leader should remember that he is shaping the future with his decisions.

Is change good? Not always. Deterioration, destruction, and decay are all change, but not good change.

Do not make changes for the purpose of having change. Instead, make changes that will help the organization achieve a goal. Most people in an organization expect a new leader to make improvements. When the new leader makes needed changes, they become confident in his ability to lead. As he gradually makes more difficult changes and those changes have good results, it increases their confidence.

The most significant changes occur when an organization clarifies its values and purpose, then revises its goals and strategy. This is a process. If it is done too quickly, many people will not cooperate. It cannot be done by the leader alone because values and purpose must be shared by most of the people of the organization.

Most organizations need to make changes to their budgets, so that they will spend money on more important expenses and be more effective. Many times, an organization’s current spending is inconsistent with the priorities the organization claims to have. A budget shows an organization’s actual priorities. If an organization changes, large changes will be made in its budget.

► Why does spending show an organization’s real priorities?

[1]It is the job of the leader to accurately describe reality for himself and the team. When there is a problem to solve, the situation is often worse than we think, the process of correction takes longer than we plan, and the price is greater than we expect. A leader is tempted to minimize the problem in order to make his followers feel confident, but that will ultimately hurt his credibility.

A leader may resent those who have negative reactions to his ideas, but he should listen carefully to their doubts and warnings. He must take the facts seriously. If he thinks his idea is so good that it will work even though he has not considered all the circumstances, he will disappoint himself and the people who believe him. “You absolutely cannot make a series of good decisions without first confronting the brutal facts.”[2]

When developing strategy, consider, “How should our thinking, methods, training, and skills change because of how circumstances have changed or are changing?”

When developing vision, ask this question, “If you had all the help and money you need, what would you want to accomplish?” If you don’t have an answer, then you don’t have a vision.

► Discuss the preceding paragraph. Why does that question show whether or not an organization has a vision? Why is it important to have an answer to that question?

► What kinds of things do people say when they resist change?

People resisting ministry changes may say things like this:

• “This is the method God has blessed in the past; we should not do something else.”
• “Spiritual leaders of the past taught us to do it this way; you can’t say they were wrong.”
• “We don’t need better methods; we need to pray more.”
• “God doesn’t require that we succeed; he requires us to be faithful, so we should continue what we are doing.”

People who are not fully committed to improvement may say things like this:

• “The way we have been doing it is working fine; why change?”
• “I don’t have time to do any extra work.”

There are different reasons for resisting change, and we should not assume that everyone has the same reason.

People resist change when they

• Don’t understand the purpose
• Disagree with the method
• Value something that is being discarded
• Fear new problems that may arise
• Are comfortable with their current circumstances
• Are asked to do something outside their area of skill
• Resist additional commitment or sacrifice
• Have emotional or religious attachment to old practices

► Which of these causes for resistance have you seen in others or felt in yourself?

A good leader takes people through change with the best results and the least damage possible. Just as if you were taking the group on a journey, do research so that you can explain to them what to expect. Be prepared.

Understanding How Change Affects People[1]

Preparing the Core Team for Change

Before considering large changes, the primary team of the organization needs to be led through the steps of discovering the organization’s values and purpose. The conclusions should be put into writing. The values and purpose of the organization should guide all changes.

The core team must be united in their understanding of and commitment to the organization’s values, purpose, and goals. These cannot merely be the ideas or desires of an individual leader.

Transitioning from the Past

It is important to show respect for the organization’s history as you lead the organization into the future. Never act as though everything done before was worthless. Instead, express your appreciation for the accomplishments of the past. Show how the future development will build on what has been accomplished.

You value progress and efficiency, and that is why you are making changes. But you must also value the fellowship that the organization has shared. Acknowledge the relationships that have been created because of past activities in the organization and the efforts of previous leaders.

► Why is it important to stay connected to the organization’s history?

Maintaining the Confidence and Trust of Your People

[2]Remember that the leader’s personal credibility is the primary factor for the people’s acceptance of a vision. People are not convinced of a plan unless they trust the leader. Maintain their trust by always acting with integrity. Never deceive them, and never withhold information that would influence their decision.

The leader needs two kinds of trust from his people. He needs them to trust his character. He also needs them to trust his competency. They must believe not only that he has good character, but that he is able to lead well. There are good people who cannot lead, and there are people with strong abilities whose character cannot be trusted.

The people need to know that the leader cares about the things they care about. If they think he doesn’t care, they will try to protect themselves by resisting a coming change and concealing their opinions and actions.

Special Note on Emergencies

Most permanent changes should not be made in response to an emergency. In an emergency situation, take time to accurately assess the situation:

• What is the real threat?
• What is in danger?
• What is not in danger?
• What help is available?

Find an immediate response that will prevent the threat from causing harm. Avoid making large sudden permanent changes in reaction to an emergency. Keep the organization calm during the emergency and the response to it.

The leader’s task is to define and articulate certain values, and then to work to see them driven throughout the organization. The leader cannot do this without involving himself in the machinery of the organization.[1]

The leader’s job is not to administrate every detail of the organization. If he does, he will (1) prevent the development of leaders who could help him and (2) limit the work of the organization to the amount that he can personally supervise.

However, he cannot change the organization without (1) knowing how everything is being done and (2) explaining how to apply the values in every operation.

That means he must become familiar with the work of each department, help make the specific changes needed, and train and promote leaders who will carry out the values in their departments.

...the leader exercises management so that the convictions of the organization are honored, perpetuated, communicated, and put into combined action.[2]

It is not enough for the top leader to continually teach the values. Even demonstrating them in his own actions is not enough. He must make sure they are practiced throughout the organization. He must find the people in the organization who really believe in the values and have the ability to help him implement them.

An organization’s spending shows its priorities. The professed purpose is not the real purpose unless the budget is consistent with it. When significant changes are made in an organization, there will always be changes in the budget. “Effective leaders give intensive personal attention to the budget because that’s where the real convictions of the organization show up.”[3]

► How would you summarize what this section teaches about the job of the leader?

Momentum is continued forward motion from a previous push. When we speak of momentum for an organization, it means that the people are ready to keep changing and progressing because of a recent success.

As a leader, consider what momentum the organization has from success that occurred before you came. How can you use it and increase it?

Consider how to turn present successes into momentum. How can you use a recent success to encourage people to another effort?

Never assume that momentum sustains itself: Guide it and supply it with new successes. Purposely plan and schedule times to guide, encourage, and use momentum. Celebrate the organization’s successes, making sure everyone in the organization knows about them. Be sure to give generous credit to the other individuals who contributed to the success in any way.

► What are your people’s motivating factors? What gives them a sense of momentum?

► What limits people’s expectations and stifles enthusiasm? What things make people feel they cannot succeed?

► How do you expect to change your goals or actions because of this lesson?

1. Organizations must change their goals, strategy, and actions to meet the needs of a changing world.

2. The leader must make sure there is a future for the organization by preparing the organization for the future.

3. The values and purpose of the organization should guide all changes.

4. People are not convinced of a plan unless they trust the leader.

5. A good leader takes people through change with the best results and the least damage possible.

1. Write a paragraph summarizing a life-changing concept from this lesson. Explain why it is important. What good can it do? What harm could result from not knowing it?

2. Explain how you will apply the principles of this lesson to your own life. How does this lesson change your goals? How do you plan to change your actions?

3. Memorize the Five Summary Statements for Lesson 12. Be prepared to write them from memory at the beginning of the next class session.