If you’re a leader, chances are you like to create change. Casting vision—dreaming of a better future—is simply a part of leading a team, organization, or local church.
The thing is, a lot of people don’t like change.
Or at least, they think they don’t like change.
To most people, change is scary. And if you’re leading an organization, there have likely been times when you’ve been frustrated by people who seem to cling to the past instead of dreaming of a better future. When we experience push back when we try to incite change, we often blame people for not wanting change.
Maybe that’s the wrong approach. Because in reality, it’s often our fault as leaders that people resist change, not those who seem to be opposing our ideas. Sure, there will always be people who are diametrically opposed to any change, just because that’s what they do. But that’s not how most people are. In fact, most people are actually open to change.
So why do you seem to get so much resistance when you suggest change?
To put it bluntly: you might be doing it wrong.
Chances are, when you’ve tried to enact change in an organization or a team, it was a good idea. You likely thought it out, sought input, spent time in prayer.
Then you announced the change. And you didn’t get the response you hoped for.
When a leader receives a lot of pushback about a proposed change (assuming it’s a good idea and a change for the better), here’s the reason that’s usually in play: The leader announced the what before the why.