Carey Nieuwhof, Leading Change without Losing It: Five Strategies that Can Revolutionize How You Lead Change When Facing Opposition aff. (Cumming, GA: Rethink Group Inc., 2012). 125 pages.
Carey Nieuwhof has done some great work on leadership. This is an easy-to-read, helpful book on leading change, especially in churches. He points out that many leaders grow discouraged trying to enact change. He notes that every leader has a dream (15). He adds, “Leaders lose heart when their hopes for change die” (18). Nieuwhof posits that change occurs when leaders have the right focus, on the right things, at the right time (23).
Nieuwhof provides five helpful strategies when leading change:
First, he says to do the math. He notes that, on average, 10% of people are early adopters. That is, they are very open to change when it comes. The second group is the Early Majority. They will come around before long. They make up 30% of people. The third group is the Quiet majority. They consist of 50% of people. They won’t adopt change quickly, but they can be convinced. The last group are the Opponents. They generally consist of 10% of people.
The problem is that Opponents are usually the loudest group. They want leaders to think there are far more of them than there is. Nieuwhof warns that leaders can “. . .confuse loud with large” (37). He warns, “When you listen to the loudest voice, you miss the most important voice” (41). He urges leaders to do the math so they understand the various groups they are trying to lead to make changes. He argues that if leaders become paralyzed by the opponents, they will eventually begin losing the early adopters and the early majority when they realize their leader is unwilling to make needed changes. Furthermore, Nieuwhof points out that if a church of 100 people wants to make changes to reach its community of 10,000, just 10 people can sabotage change the other 90 people wish to make (44). But the math goes farther than that. Not only do the 90 church members suffer, but the 10,000 people in the community will also miss out. So, 10 people are allowed to harm 10,000. It is crucial for leaders to “do the math” to determine what must be done.
A second strategy is for leaders to choose their focus. Leaders must decide whether to focus on who they want to keep or who they want to reach (54). Nieuwhof suggests that leaders who focus on outsiders prove more resilient than leaders who focus on insiders.
A third strategy is for leaders to find a filter. That is, they need to have a means of evaluating people and their opinions, otherwise every argument can sway the leader. Nieuwhof points out that “Without a filter, everything sounds compelling” (75). He provides five excellent questions leaders can ask of the groups who are clamoring for their opinion to hold sway: (1) Is their vision primarily based on the past or on the future? (2) Do they have a spirit of humility? Are they open or closed to the counsel of other people? (3) Who is following them, and is it the kind of group you would want around your senior leadership table? (4) Are they focused on themselves or the people you are trying to reach? (5) Do they offer positive alternatives that will help build a better future than your current vision for change? (73). Interestingly, Nieuwhof points out that opponents rarely talk about the Bible when opposing change (70).
A fourth strategy is to attack problems, not people. He notes that often opponents may mean well, but they see things differently. It is best to avoid demonizing opponents and instead assume the best possible intentions. He wisely points out that when leaders treat opponents poorly, it makes all the other members nervous (88).
A final strategy he shares is don’t quit. He offers, “When you come to the end of yourself, you’ll see what God can do” (102). He concludes by saying, “You don’t need to die to your dream because God hasn’t died to His” (118). Only God knows how much his kingdom has suffered because leaders grew fainthearted in bringing about needed change in the church. Nieuwhof offers practical suggestions on how leaders can remain at the helm until the needed changes have been implemented. Change is not easy, but neither is leadership.
This is a helpful, practical book. It focuses specifically on dealing with opposition when making changes. Every leader will eventually face this issue. I think there is much wisdom here, and it is well worth the read for any leader, whether in business or the church.
Rating: 3
