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How to Manage Organizational Change Well…From the New Book “Every Pastor’s First 180 Days”

Communicate Well What You Intend to Change

In the last chapter, I emphasized the need to avidly overcommunicate. Successful change management requires this as well. Consider these tips on how to maximize what you communicate about the organizational changes you hope to implement:

Keep Those Affected by Your Changes Informed

Schedule when you plan to communicate both the changes and the progress of the changes you are implementing. Bring as many of the players into the conversation as is feasible. Make them feel like insiders. If you make people feel like insiders, they will more readily embrace change. And if your change process is not going as planned, be honest about that, yet focus on solutions without dwelling on problems.

Elicit Feedback from Several Sources About Your Organizational Change Plans and Progress

The more collaborative your process, the more successful your change. If others feel they own the change, they’re more likely to embrace it. Try to delegate components of your change to others to provide ownership. Also, provide a feedback loop. Give people in your church or ministry a real, tangible way to give you feedback about the changes. When people feel that they both have the opportunity to communicate their thoughts and feel that you will really listen, their anxiety about the future will decrease.

Acknowledge the Change Is Scary for You Too

Don’t inadvertently convey that change is difficult for others but not for you. Acknowledge your fears. In doing so, you communicate empathy, which I discuss in more detail later.

Use Narrative Persuasion

In my last book, Brain-Savvy Leaders, the Science of Significant Ministry, I explained narrative persuasion this way:

Narrative persuasion is a technique that uses indirect communication through story and example. Often, we try to persuade others with a direct approach that communicates just the facts, like, “We are going to make a change, and here are the reasons why.” The direct approach often is not effective.

Neuroscientists have confirmed common sense that storytelling has a powerful effect on behavior. Storytelling helps others “see” through the eyes of another. As you solicit feedback, look for stories of people who are managing the change well. Tell their stories as you give updates about your progress. When your team members can see successful responses to change through stories of others, it will help them navigate the change better.

Persuade with Head, Heart, and Hands

Nehemiah, one of the greatest biblical leaders of all time, created change by motivating the people to rebuild the walls around Jerusalem. He used a model for persuasion similar to what Aristotle taught. He said that successful persuasion required three elements: logos, persuasion through reasoning and logic; pathos, persuasion by appealing to emotions; and ethos, persuasion through the force of character or personality.

In Nehemiah 5, after he faced opposition from without (criticism from his adversaries) and opposition from within (discouraged people), he faced a new crisis. The wealthy were exploiting the poor by charging excessive interest rates. As a result, the poor faced hunger, crippling debt, and even slavery because some were forced to sell their children into slavery to pay off the debts.

In the midst of that crisis, Nehemiah engaged those three essentials (logos, pathos, and ethos) that prompted the guilty party to change. The rich repented of their abuse and paid back the money they had taken from the poor. He effected the change he sought.

He engaged these three parts of himself to bring that organizational change:

His heart: he engaged his passion (pathos). In verse 6 he writes, When I heard their outcry and these charges, I was very angry. In other words, this issue gripped his heart. It stirred his passion and emotions and motivated him to action.

His head: he carefully thought (logos). Rather than reacting to the situation and letting his emotion override good judgment, verse 7 says, I pondered them in my mind…. In other words, he paused long enough to get a clear picture of things before he acted. James reminds of this when he writes, My dear brothers, take note of this: Everyone should be quick to listen, slow to speak and slow to become angry, for man’s anger does not bring about the righteous life that God desires (James 1:19-20 NIV).

His hands: he did something (ethos). He showed himself credible through the example he set. Nehemiah didn’t just expect others to change. He, too, took responsibility for change by setting a good example. He personally sacrificed by refusing the king’s food allotment usually given to governors like himself (vv. 14-16). He committed to never exploit the people as the former leaders had. He committed to being a different kind of leader.

Nehemiah wisely managed change by using his heart, his head, and his hands to effect that change.

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As a pastor for over 43 years, Charles served as a lead pastor, associate pastor, and church planter in churches from 50 to over 1,000. He now coaches and equips pastors and teams to effectively navigate the unique challenges ministry brings. By blending biblical principles with cutting-edge brain-based practices he helps them enhance their leadership abilities, elevate their preaching/ teaching skills, and prioritize self-care. He has written 7 books, earned 5 degrees (including two doctorates) has been married for 43 years, and has 3 adult children and 4 grandchildren. For more information and to follow his blogs, visit www.charlesstone.com