Cultural problems are not solved by just a technical expert, but rather these changes involve a general acceptance of everyone. If you are a leader, then you’re most likely gravitating towards the cultural changes you believe need to be made.
That’s what leaders do. They challenge the status quo. But you must realize that very few people in your church default to cultural changes. There’s a reason why some things get imbedded in the culture of a church. Most people find them acceptable. Early in your leadership, win people over with easy technical changes before launching into major cultural changes.
Lack of trust with those who propose the change.
Just because people like you and send nice cards in your first month doesn’t necessarily mean they fully trust you. Even when people respect the office of pastor, not knowing the person who fills that spot often leads to a cautious acceptance from the congregation.
Respect and trust are two different mindsets. People may respect you while not fully trusting you. Earn their trust by honoring their respect before making big moves.
Beliefs that change is not necessary.
It’s a key question: Do the people I’m leading even recognize the need for change? If the current way appears successful, then the evidence of a problem is hidden from the plain sight of the people.
As the leader, you may have the advantage of inside organizational knowledge. A knowledge to which the average churchgoer may have zero exposure. Before you implement a change effort, you have to show people the hidden problem.
Beliefs that change is not feasible.
Even if everyone agrees that change would be good, not everyone may agree that change is feasible. It’s easier to show people the problem than the feasibility of fixing the problem.
Getting people to agree on a common problem is not enough. To enact lasting change, you must also show them how the solution is feasible.
