But what isn’t a fad is the fact that the head of a church organization, whether it's the preacher, the congregational president, the chief administrator, etc., must have a high emotional intelligence and demonstrate mastery of the skills that fall under the umbrella of social capital. Those core capabilities are often misleadingly labeled as soft skills, but the hard fact is that they are critical to a leader’s success. Despite the sound of their name, they are basic competencies associated with the term leadership.” ”felt Would you name your church change leadership style leadership”? Ask, assess, then act. ! ”felt #7 One of my favorite quotations from Mark Twain is only one who likes change is a wet baby.” “The As a church change leader, you are defining the change you want to see: in your employees, in your church congregation, in your denomination's leadrship…or perhaps even in the trial. Making change happen requires determination and rhetorical skill to persuade stakeholders to adopt your viewpoint. You’ll want to apply as many levers of change as you can muster to put those changes into effect and make them “stick.” , author of the book Collaboration, offers in Harvard Business Review online 10 approaches to get people to accept change. He categorizes approaches in four buckets: Sharpen the destination Activate social processes the situation Revamp traditional HR levers Are you pulling all of the levers and using all of the approaches you can to introduce change? Are you hesitating to do what needs to be done because some are out” in protest? Are they perhaps ”crying crying because they know they need changing? Ask, assess, then act. Photo credit: #8
But what isn’t a fad is the fact that the head of a church organization, whether it's the preacher, the congregational president, the chief administrator, etc., must have a high emotional intelligence and demonstrate mastery of the skills that fall under the umbrella of social capital. Those core capabilities are often misleadingly labeled as soft skills, but the hard fact is that they are critical to a leader’s success. Despite the sound of their name, they are basic competencies associated with the term ”felt leadership.” Would you name your church change leadership style ”felt leadership”? Ask, assess, then act. ! #7 One of my favorite quotations from Mark Twain is “The only one who likes change is a wet baby.” As a church change leader, you are defining the change you want to see: in your employees, in your church congregation, in your denomination's leadrship…or perhaps even in the Making change happen requires determination and rhetorical skill to persuade stakeholders to adopt your viewpoint. You’ll want to apply as many levers of change as you can muster to put those changes into effect and make them “stick.” , author of the book Collaboration, offers in Harvard Business Review online 10 approaches to get people to accept change. He categorizes approaches in four buckets: Sharpen the destination Activate social processes the situation Revamp traditional HR levers Are you pulling all of the levers and using all of the approaches you can to introduce change? Are you hesitating to do what needs to be done because some are ”crying out” in protest? Are they perhaps crying because they know they need changing? Ask, assess, then act. Photo credit: #8 trial.
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