Leading Transformational Change.Indd

INCLUDING A SIX SESSION STUDY GUIDE FOR GROUP DISCUSSION

LEADING TRANSFORMATIONAL CHANGE

NEW THINKING LEADS TO NEW HORIZONS

T O N Y K E Y S D.MIN: D.D: M.MIN: M.A.(Leadership): M.MGT: B.A.(Bib.Th). Leading Transformational Change - New Thinking Leads to New Horizons Copyright © 2004 Anthony Keys and The Trinity Institute of Leadership Inc., Brisbane, Australia. Visit us at www.trinitylead.com email us at [email protected] Published 2006 by CRS Publishing, Unit 9, 147 Marshalltown Rd, Grovedale, Victoria 3216, Australia. www.crsonline.com.au All rights reserved. No part of this book may be reproduced or transmitted on any form or by any means, electronic or mechanical, including photocopying, recording, or by any other information storage or retrieval system, without written permission from Anthony J Keys and The Trinity Institute of Leadership Inc., except for the inclusion of brief quotations in a review. Unless otherwise noted, Scripture quotations are from the NKJV Holy Bible.

Concept development, editing, design and production by CRS Publishing. Cover Photography by Vannessa Smith Photography. Printed in Australia by CRS Publishing.

National Library of Australia Cataloguing-in-Publication Keys, Tony (Anthony J.), 1951- Leading Transformational Change - New Thinking Leads to New Horizons Includes Index. ISBN 1-921161-04-3 1. Organizational change. 2. Leadership. I. Title.

658.406

Associated Reading: Strategic Leadership ISBN 1-921161-03-5 Growing Future Leaders ISBN 1-921161-02-7

ii content

LEADING TRANSFORMATIONAL CHANGE New Thinking Leads to New Horizons

Introduction 1 Chapter 1 - New Thinking Leads to New Horizons 5 A. What is Transformational Change? 5 B. New Horizons 8

Chapter 2 - Two Strategic Leadership Styles Necessary for Transformational Change 11 A. Transformational and Transactional Leadership 1. Transformational Strategic Leadership 11 2. Transactional Strategic Leadership 13 B. Integration of Transformational and Transactional Leadership Styles 15 Chapter 3 - The Transition of Change 21 Chapter 4 - The Ending Zone - The Journey Begins 27 A. Challenging The Present Organizational Culture 30 1. Strategic Thinkers 32 1.1 Strategic Thinkers can see the Obvious and are Focused 32 1.2 Strategic Thinkers Challenge Assumptions 34 1.3 Strategic Thinkers Focus On The Ultimate Outcome 35

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Chapter 4 - (cont.) 2. Vision And Strategic Intent 37 2.1 Vision 38 2.2 Strategic Intent 41 B. Inspiring a Shared Long-term Strategic Vision 43 1. Strategic Planning 43 1.1 Astute Strategic Planners 44 1.2 Formulating Strategies 48 1.2.1 Scenario Building 49 1.2.2 Broad Reading 54 1.2.3 Determine Long-term Objectives and Priorities 54 1.2.4 Identify Core Competencies 54 1.2.5 Involve Others in Selecting Strategies 54 1.2.6 Assess Current Strengths and Weaknesses: Growth/Share Matrix and Swot Analysis 54 2. Creating Dynamic Guiding Coalitions 59 2.1. Organizations are Coalitions 61 2.1.1 Organizations are Complex Coalitions 62 2.1.2 Enduring Differences 63 2.1.3 Allocation of Resources and Skills 64 2.1.4 Power is an Important Resource 64 2.1.5 Setting-up of a Multiplicity of Organizational Goals and Objectives 65 2.2 The Art of Building a Successful Coalition 65 2.3 Networking and Coalition Building 71 2.4 Coalitions Break Group/think 75 2.5 Professional and Personal Attributes of a Good Coalition Leader 75 2.6 King David the Coalition Builder. 78 3. Achieving Small Wins 79 3.1 Start With The Do-able 80 3.2 Allow For Immediate Success 81 3.3 Sustain Commitment 81 Conclusion 82

iv Chapter 5 - The Moulding Zone 85 A. Fostering an Entrepreneurial Spirit 89 1. What is an Entrepreneurial Spirit? 89 2. Identifying the Issues of Tension 90 3. Finding Win-Win Actions 94 4. Innovation And Creativity 97 4.1 Innovators - The True Heroes Of Any Organization 99 4.1.1 Leading Innovative Organizations 100 4.1.2 Teamwork 101 4.1.3 Perseverance 101 4.2 What is Innovation? 103 4.3 Best Practice in Innovation Management and Development 105 4.3.1 Overcoming the Sisyphus Syndrome Mind-set 105 4.3.2 Strategic Role of Innovation 107 4.4 How Strategic Innovation Occurs 108 4.5 Five Ways to Kick-start Strategic Innovation 109 4.5.1 Redefine Our Organization And Services 109 4.5.2 Redefine Our Customer 110 4.5.3 Redefine Services 111 4.5.4 Redeﬁne the Organization’s Leverage With Existing Core Skills 111 4.5.5 Starting the Thinking Process at Different Points 111 4.6 Interaction Builds Synergy 112 4.7 Importance of Challenge and Stretch - Calculated Risk-taking 113 4.8 Combining Innovation With Effectiveness 116 5. Value Of Mavericks 118 5.1 Opportunists 119 5.2 Generate Short-term Wins 119 5.3 Setting The Agenda For Change 120 5.4 Stepping-out On Your Strengths 120 5.5 Leading Mavericks 122 5.6 Don’t Expect Mavericks To Be Permanent Team Players 124 5.7 Provide Mavericks with an Environment that Stimulates their Creativity 129

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Chapter 5 - (cont.) 5.8 Give Mavericks Freedom with Boundaries 125 5.9 Reward Mavericks Differently 125 B. Maintaining Strategic Focus 126 1. Strategic Decision-making 126 1.1 Clarify Your Goals or Identify the Problem 130 1.2 Establish Priorities 130 1.3 Development of Possibilities 131 1.4 Evaluate and Select the Best Strategic Possibilities 132 1.5 Implement the Decision 132 1.5.1 Careful Planning 132 1.5.2 Evaluate the Safeguards 132 1.5.3 Communicate the Decision 133 1.6 Evaluate the Results of the Decision 133 1.7 Case Study 134 2. Mentoring And Coaching 137 2.1 Gain a Tangible Image of the Real World 138 2.2 Influence on the Next Generation 138 2.3 Defining Mentoring and Coaching 140 2.3.1 Mentoring 140 2.3.2 Coaching 141 3. Teams of Cohorts 142 3.1 Transformational Leadership 145 3.2 Transactional Leadership 146 Conclusion 147

Chapter 6 - The New Beginning Zone 149 A. Anchoring Organizational Cultural Change 149 B. The Importance of Consolidating Organizational Cultural Change 154 C. How to Consolidate Organizational Cultural Change 156 1. Recognition and Celebration of Short-term Achievements 157 2. Symbols 158 3. Rituals and Ceremonies 160 4. Specialized Language 162

vi C H A P T E R 1: ?

Chapter 6 - (cont.) 5. Training 162 D. The Nehemiah Syndrome 163 E. The Marathon Effect 164 Conclusion 165

Chapter 7 - Final Thoughts 167 The Heart Of Transformational/Transactional Leadership is Creating Wealth for Others

References 171

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study guide

LEADING TRANSFORMATIONAL CHANGE New Thinking Leads to New Horizons

Introduction 183

Session 1 - The ‘2-T Model’ Leading Transformational Change & Transactional Leadership 185

Session 2 - The Ending Zone - The Journey Begins (Part 1) Challenging the Present Organisational Culture 193

Session 3 - The Ending Zone - The Journey Begins (Part 2) Creating Dynamic Guiding Coalitions 201

Session 4 - The Moulding Zone - (Part 1) Fostering an Entrepeneurial Spirit 207

Session 5 - The Moulding Zone - (Part 2) Maintaining Strategic Focus 215

Session 6 - The New Beginning Zone 221

viii intro

Challenging the status quo of an organization with a dynamic transformational strategic vision and plan of transformational change, then leading that organization through the transformational change, is both an exhilarating and daunting experience for any leader and their leadership team.

The Christian leader also faces two responsibilities in achieving their vision of transformational change as recorded in Joshua Chapter 1 Verse 6; Isaiah Chapter 40 Verse 11; and Hebrews Chapter 12 Versus 1 and 13 to 15 firstly, that all those who begin the journey of transformational change must also finish the journey and secondly, creating a lasting legacy for those who assisted in implementing the transformational change and futre generations to build upon. The purpose of this book is to better equip leaders for the demands of transformational leadership and to enable them to fulfill these two responsibilities and go beyond the horizon of their present thinking. This will be done in two stages.

The purpose of this book is to better equip you for the demands of strategic leadership and to enable you to go beyond the horizon of your present thinking. This will be done in two stages.

Firstly, it will be done by having you analyze and discuss the value of the implementation of the 2-T Model of Transformational Change.

1 GROWING FUTURE LEADERS

The term ‘2-T’ refers to the two styles of leadership a leader must develop in order to lead an organization successfully through transformational change. They are theTransformational and Transactional leadership styles.

The second stage will focus on helping you better understand the human response to change.

The aim of this book is to assist you to

• Identify and analyze the difference between transformational and transactional leadership theories and how to integrate these different styles of leadership to bring about transformational change. • Demonstrate an understanding of the three zones of the transition process of change. • Investigate the continuum of transformational and transactional leadership styles to enhance transformational change as stated in the 2-T Model of Transformational Change. • Analyze and identify the 2-Model of Transformational Change’s five leadership practices needed to sustain transformational change. • Evaluate the relationship of the 2-T Model of Transformation Change’s five leadership practices within the three zones of the transition of change. • Analyze the human response to the transition of change. In this book, we will look at the five strategic practices of leadership as well as the leadership styles of transformational and transactional leadership. You as a leader will then be able to take better advantage of turning points and opportunities that transitions of change present to you and your organization.

2 INTRODUCTION

It will also provide the opportunity to prepare yourselves as leaders for the human response to change and to gently guide all members of your organization through transformational change.

Bringing about a Godly transformational change in a church organization is a challenging yet wonderful undertaking for a leadership team. My prayer is that, having completed this Book on Leading Transformational Change, you will be able to take the skills you have learnt and lead your organization and its members successfully through the transition of change to become the organization that God desires.

I trust that this book will be a journey of confirmation, discovery and personal challenge for you.

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4 1

NEW THINKING Leads to New Horizons

In the world of leadership, it is often said that if you are not living on the edge, you are taking up too much room. Creating transformational change is more than just living on the edge: it requires that leaders create the edge.

Creating a whole new edge means that the leader must think differently, see things from a new perspective, so as to set new horizons of development that were not previously considered achievable.

New thinking leads to new horizons… In an age when change is occurring at a more rapid rate than ever before, we as leaders need to be able to effectively take charge of situations as they arise and confidently take others forward, creating change in a way that benefits our organization and our people. If we are to experience new ways of thinking, we need to learn new skills and new ways of doing familiar tasks. We need to go through the process of ‘Transformational Change.’

A. What is Transformational Change?

Transformational Change is about taking charge of change. It’s about creating your own circumstances rather than having them thrust upon you

5 GROWING FUTURE LEADERS by someone else. It’s about something new, something you have never done before. It’s also about ensuring that those who began the change with you complete the change with you.

God is at the very heart of leading transformational change. In fact, this is what God is all about. In Isaiah Chapter 43 Verses 18-19 we are told two things concerning the transformational change that God is going to bring about through us as leaders: Firstly, in Verse 18, we are not to remember the past. We are to think along different lines on a new and different level than we have before. The old criteria and guidelines for measuring success are irrelevant. God is going to change the playing field and the old rules will not apply. Secondly, in Verse 19, God is going to do something new. It is going to be so unheard of, so uncommon, so great and so excellent that every great achievement of the past will fade into insignificance.

So we see from scripture that transformational change is different from turnaround change. Turn-around change means that you take something that is broken and fix it. Turn-around change is like adjusting a pendulum in an old Cuckoo Clock that has been knocked off balance through some sort of chaotic situation. The leader comes in as Hans the Great Cuckoo Clock Master who has graduated with honours from the Black Forest Cuckoo Clock Academy of Artistic Ability. With his hard-won, exceptional and highly-unique expertise, Hans returns the clock (or the organization) to its former state. Often this is done on a more updated and grander scale but, when all is said and done, it’s still the same Cuckoo Clock or organization, cuckooing with the same monotonous predicability it had before, only interrupted by someone else breaking the clock, much to everyone’s relief.

Thus the first order of change, the turn-around change, causes people to do more or less of something they were already doing beforehand, only

6 C H A P T E R 1: NEW THINKING LEADS TO NEW HORIZONS now they do it better than before. This first order of change is frequently favoured, because it allows us to control and determine the outcome.

Turn-around change is the reversible order of change. This type of change is described as a pendulum because it’s quite predictable and reversible. It allows us to repeatedly return to the drawing board and readjust our change efforts, based on feedback of expected performance of the organization.

Transformational change is quite different. It has far greater consequences and its effects are more widespread. It means more than taking something that is a failure and turning it into a success, more than recreating it around its best competitive strengths. It means you make it a success in a whole new field in which the rules and criteria for success have totally changed.

Transformational change is quite irreversible. Because it is totally unpredictable, it is often described as a fire. Once started, it seems to take on a life of its own, unlike the first order of change that is like a pendulum in a Cuckoo Clock, stopping when it does not receive attention and certainly never raging out of control.

This second order of change does not take place because we talk more or less about something already functioning but occurs when we begin to talk about something totally new. Hans the Great Cuckoo Clock Master changes his conversation from the nostalgia of Cuckoo Clocks to the wonder of the multi-functional digital watch equipped with telephone video, internet, e-mail. MS text and hologram features.

When our conversation changes like this, our very words become like sparks, igniting everything around us. We suddenly find ourselves hovering on the brink of chaos, characterized by shifting boundaries, as we are faced with the reality that what has been consumed by the fire of transformational change cannot be ‘unconsumed.’ Just as the life of a bushfire is on its edge and continually changing, so our life becomes ever-changing and ever-

7 GROWING FUTURE LEADERS expanding. We must now learn how to lead in a world of new, continually- changing edges. Living on the edge takes on a new meaning because you are creating a new edge.

A modern day example of an organization that has experienced transformational change several times, but didn’t lose its mission, is the Finnish company ‘Nokia.’ Nokia is a …to experience communications company that was started transformational change in 1865 by a mining engineer, Fredrik does not mean that you Idestam Nokia, who originally began in lose the mission of the the communication medium industry as organization. Rather, a paper producer. At the opening of the the mission is experienced twentieth century, the Nokia company in another form. produced rubber and associated chemicals and was at the leading edge of technology and communications. In 1912, Nokia moved into the manufacture of cables for the telegraph industry and a new-fangled device called the telephone. By the 1960’s, Nokia was one of the world’s largest cable makers. However, the company did not stagnate. In 1963 it developed a radio telephone and in 1981 produced the world’s first cellular mobile phone. From this, Nokia has gone on to become the world’s leading innovator of telecommunications. Therefore, to experience transformational change does not mean that you lose the mission of the organization. Rather, the mission is experienced in another form.

B. New Horizons

America’s Secretary of State, General Colin Powell, talks of one of the pivotal moments in his life. Early in his career, before he became Secretary of State, he had been sent to Moscow with Secretary of State George

8 C H A P T E R 1: NEW THINKING LEADS TO NEW HORIZONS

Shultz to prepare for President Reagan’s meeting with Premier Gorbachev. During the first meeting, Premier Gorbachev looked across the table and, through his translator, delivered to Colin Powell an unequivocal message: “General, I’m ending the Cold War and you’re going to have to find yourself a new enemy.”

General Colin Powell says the first thing that came to his mind was, “I don’t want to find a new enemy!” Why? It’s simple: He had invested twenty-eight years of his life in fighting this enemy. The prospect of finding a new cause or starting over again was daunting.

General Colin Powell, though he was a great leader, was suddenly confronted with the fact that his thinking as a leader had some limits and because of this his leadership was in danger of being out-dated. Leaders whose thinking has no limits “look beyond yesterday - and beyond today. They don’t cling to familiar territory”1 and they don’t go looking for the “NO.”

People of great achievement whose actions have changed the course of human experience are people with special attitudes. They are people who looked beyond yesterday and beyond today. They think uniquely about their lives and are not overwhelmed by the future.

The Apostle Paul was such a person who looked beyond yesterday and beyond today. He thought uniquely about his life. Paul says in Romans Chapter 1 Verse 1 that he is “called to be an apostle, separated to the Gospel.”

The word that is most challenging in this phrase is not the word ‘apostle’, nor is it the word ‘Gospel.’ It is the word ‘separated.’ The word ‘separated’ in the original Greek language paints two pictures: The first is of a person who is isolated from all other claims and ambitions in life except one. The second picture is a most interesting one. It is a picture of an endless horizon. In fact the Greek word ‘aphorizo’ used here is the word from which we take

1 Harari, Oren 2002, The Leadership Secrets of Colin Powell McGraw-Hill, p55 9 GROWING FUTURE LEADERS our word ‘horizon.’ In context, the word ‘separated’ carries with it the idea of someone whose thoughts are dominated by new horizons. It describes a person whose thoughts are always out there in the future. Paul was isolated from all other claims and ambitions in life and nothing could draw him from his purpose. His horizons were dominated by the future. Paul did more than live on the edge: he created the edge, transforming the world through the Gospel of Jesus Christ. Why? He saw himself fashioned by God for a formidable, glorious task that did not just find its fulfillment in yesterday and today but also in the future.

Strategic leaders are like the Apostle Paul: they create the edge by bringing to their organization transformational change that breathes new life into its mission and vision.

10 2

TWO STRATEGIC LEADERSHIP STYLES Necessary for Transformational Change

Research conducted in 1978 by the organizational psychologist, James MacGregor Burns, identified two important strategic leadership styles necessary to facilitate transformational change. These are ‘Transformational’ and ‘Transactional’ Leadership.

Christopher Wren, the architect and builder of St. Paul’s Cathedral, is an excellent example of a leader who used these two styles of transformational and transactional leadership to facilitate transformational change.

A: Transformational and Transactional Leadership

1. Transformational Strategic Leadership

Transformational strategic leadership first and foremost is change- oriented. The appearance on the scene of a transformational leader is usually initiated by some sort of crisis. Transformational leaders step into the scene as prophets of change with single-mindedness about the vision of transformational change and the purpose of the organization. They also

11 GROWING FUTURE LEADERS have the ability to share that vision and to inspire others to join them in accomplishing that vision of transformational change, usually on a large scale. Transformational leaders perceive the environment in which they function as providing them with opportunities for, rather than threats to, growth. Transformational leaders are associated with high organizational performance. They have the ability to pull the best from people by uplifting and inspiring followers to achieve their full potential, yet at the same time make followers responsible for their achievements.

Christopher Wren was a strategic transformational leader. He was single- minded about the vision of change and the purpose he wanted to achieve in the rebuilding of St Paul’s Cathedral. Before St Paul’s was destroyed in the Great Fire of London in 1666, it was the largest cathedral in England and the third largest in Europe. It also had the tallest steeple ever built.

The commission to rebuild St Paul’s Cathedral was given to Wren by King Charles II.

After Christopher Wren had cleared the site ready for the rebuilding of St Paul’s, he asked a workman to bring a flat stone from the rubble and to place it upon the spot where the great dome of St Paul’s Cathedral would stand. The stone the workman brought was a gravestone. When Wren turned it over, written in Latin were the words: RESURGAM - “I shall arise again.” These words seemed to grip Wren with a ‘firm and fixed determination’ to take possession of what was lost in the fire. He was then able to take these words written on the gravestone and use them to inspire others as they set about to rebuild St Paul’s Cathedral, not again to hold third place, nor second place but first place in the world’s cathedrals. This took place because Christopher Wren was a transformational leader who was single- minded about the vision and the purpose of the change he wished to bring to the architectural place of worship for Londoners.

12 C H A P T E R 2: TWO STRATEGIC LEADERSHIP STYLES

Transformational leaders are open to innovation and creativity as ways in which to implement change. Innovations often centre on a high amount of uncertainty, pursuing high risk-taking and action-oriented decisions to produce high-potential growth. This is particularly seen in the Dome and Whispering Gallery of St Paul’s. The Dome is the second largest in the world, next to St Peter’s in Rome. It weighs 65,000 tonnes and is supported by eight enormous arches each locked together by a keystone. It was and still is an architectural wonder.

Transformational leaders develop a close relationship with followers based on trust Transformational leaders and commitment that enables the followers develop a close relationship to transcend their own interests for the sake with followers based on of the mission. Transformational leaders trust and commitment also build self-confidence and self-esteem that enables the followers in the followers in order to accomplish to transcend their own the vision. This is seen with Christopher interests for the sake Wren’s encounter with a stonemason. In of the mission. the construction of St Paul’s, Christopher Wren came upon a stonemason who did not know him. When Wren asked the stone mason what he was doing, the man’s reply was, “I am helping Christopher Wren build St Paul’s Cathedral.” When people see that the leader owns the vision, they will also want to support the vision.

2. Transactional Strategic Leadership

Transactional strategic leadership focuses on the skills and tasks associated with leadership. Transactional leaders, like transformational leaders, are good communicators and are very confident in their own ability. They are not afraid to step forward to meet the challenge. They are very task-oriented. For these leaders, completing the task and getting results is what counts.

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Because they make good group decisions based on standards and established principles, they have the ability to build trust and support from people. Their skills include goal-setting, feedback and reinforcement strategies that help team members maintain effective programs. Transactional, like transformational, leadership is positively associated with exploring possible solutions that foster better organizational effectiveness and performance. Because of their day-to-day involvement in a project, transactional leaders have a shrewd eye for opportunities and bargains.

Transactional leaders deal more with the Transactional leaders… project side of leadership. These leaders have the ability to handle have the ability to handle mundane day- mundane day-to-day to-day events, set priorities and make long- events, set priorities term executive decisions. Their skills in and make long-term these areas ensure the successful carrying- executive decisions… out of long-term projects initiated by ensuring the successful transformational leadership. carrying-out of long- term projects initiated Though results count for transactional by transformational leaders, they do not come at the expense leadership. of the follower. The term transactional leadership comes from the concept of a leader carrying out a transaction with a follower, thus meeting the follower’s current needs by giving a reward for supportive behavior. These transactions will consist of mutual support and promise; obligation and reward between the leader and the follower.

This is seen in Christopher Wren’s construction of St Paul’s Cathedral. It took thirty-five years for Christopher Wren to build St Paul’s. He was seventy-six years old when he watched his son fix the last stone into position. Transactional leadership is about making executive decisions that

14 C H A P T E R 2: TWO STRATEGIC LEADERSHIP STYLES focus on the present and the future, including the well-being of followers. Christopher Wren would have asked himself the question, “Is the decision that I am making now in accordance with the strategic direction of the finished Cathedral? Will it enhance the future design and viability of the Cathedral? Also, will the decisions I am making bring stability and strength to the present structural state of the Cathedral?” Transactional leaders know that for visions and dreams to become reality, they must make decisions to implement and execute strategies that bring stability to their church or para-church organization. They must make decisions that will lead the church or para-church organization to accomplish its God-given destiny.

Those long-term decisions will include: maintaining the organization’s strengths; exploiting what it does well; analyzing problems by focusing on the causes and not the symptoms; generating alternative solutions (Emile Chatrier - the French philosopher - once said, “Nothing is more dangerous than an idea when it’s the only one you have”) and implementing wise decisions with good plans. Wise decisions implemented by poor plans are worse than mediocre decisions implemented by well-thought-through plans. Transactional leadership is about continuously making wise executive decisions in order to get the task completed.

B. Integration of Transformational and Transactional Leadership Styles

In this section, we will look at the integration of transformational and transactional leadership styles to facilitate change. On September 11th 2001, two passager air-liners hijacked by the terrorist organization Al Qaida crashed into the Twin Towers of the World Trade Centre. The entire world

15 GROWING FUTURE LEADERS was deeply shocked by such an act of terrorism. Many world leaders spoke out against it, one of them being the British Prime Minister Tony Blair.

Nick Assinder of the BBC News reported this regarding a speech made by Prime Minister Tony Blair on 2nd October, 2001 to the Labour party in Brighton, Britain: “This was by far the most important speech Tony Blair has ever made.”

Assinder continues: “He (Tony Blair) suggested that the new unity being forged in the wake of the U.S. attack could be used to tackle conflicts as wide-ranging as those in Africa, Northern Ireland and the Middle East. He was clearly implying that he could play a leading part in the transformation of the global scene.”

Assinder further reports: “The Prime Minister clearly believes the atrocity of September 11th has offered him a unique opportunity to take a leading role on the world stage. Next to President George Bush, he has been the most active leader trying to forge the coalition of states opposing international terrorism. It has seen his standing around the world significantly enhanced.”2

Tony Blair, just like you, wants to be and is involved in transformational change. There are three questions needing to be asked regarding this global transformation into which Tony Blair and President Bush have plunged the world: Firstly, what leadership styles do Tony Blair and President Bush need to integrate to bring about a successful global transformation? Secondly, what is the human response to the global transformation into which Blair and Bush have plunged us? Thirdly, do they have the expertise to emotionally support the world through this global transformational change?

These questions are asked not only of Tony Blair and George Bush but of every leader who wants to bring about transformational change within any organization.

2 Assinder, Nick 2001, BBC News, pp 1-2 16 C H A P T E R 2: TWO STRATEGIC LEADERSHIP STYLES

When considering these questions, I began to analyze various models of leading change by William Bridges, John Kotter, Lewin, Field and Dale and James McGregor Burns. From these models I have developed the 2-T Model of Transformational Change that I believe answers the questions asked of leaders. It will help you better understand the integration of transactional and transformational leadership styles and how they interact with the human response to transformational change. All models of change are based upon the model developed in 1952 by Social Scientist Lewin, who basically stated that organizations were like ice.

The imagery of ice in many ways represents the organization’s mission, ideologies and core values. Change was brought about by starting with the frozen object, melting it down and pouring it into another mould, refreezing it without changing the organization’s mission, ideologies or core values. My model, as shown on page 18, follows the same basic principle. I think that Lewin’s analogy of an organization being like a block of ice suits the church, as we are often called “God’s chosen frozen!”

Transformational change in the church could be called the escape of the Woolly Mammoth from the Ice Age. Let me make it quite clear that establishing change in the church does not mean that we refreeze the Woolly Mammoth for another two millenniums of church history! Lewin sees it as a continual process of freezing, melting the organization down and pouring it into another mould, then refreezing it.

In William Bridges’ model of transition, an organization going through change also passes through a transition period. William Bridges originally called these three zones ‘The Ending Zone, The Neutral Zone and the New Beginning Zone.’ However, I have called them ‘The Ending Zone, The Moulding Zone and the New Beginning Zone.’

17 GROWING FUTURE LEADERS ��

18 C H A P T E R 2: TWO STRATEGIC LEADERSHIP STYLES

The reason for this is that I do not see the middle zone as a Neutral Zone but rather a place where an organization is moulded into becoming a dynamic proactive organization, ready to meet the challenges of the future. In our personal lives, it can and should be a place of tremendous growth that equips us for the future. Why? The moulding zone is the place of our greatest creativity, innovation and entrepreneurship.

As you look at my 2-T Model of Transformational Change, you will see that transition begins with an ending and ends with a beginning. You will also note that we are moving through all three phases at once, even though one phase is at any given point more dominant than the other phases. We need to remember that change is ‘external.’ It is the situation, the new leader, the new procedures and so on, while transition is the ‘internal’ human response to change. It is “a psychological process people go through to come to terms with a new situation.”3

The success of an organization and its members in passing through transformational change and the three zones of transition of change will be determined by the leader’s ability to implement what I call ‘Strategic Leadership Practices.’ Strategic leadership practices are categorized into the following five dimensions of leadership practices.

They are: • Challenging the Present Organizational Culture • Inspiring a Long-term Shared Vision • Fostering an Entrepreneurial Spirit • Maintaining Strategic Focus • Anchoring Organizational Cultural Change

You will notice in the 2-T Model of Transformational Change that ‘Challenging the Present Organizational Culture’ and ‘Inspiring a Long-term Shared Vision’ are transformational by nature and that

3 William, 1999, Transitions: Managing Person and Organizational Change The Eos Life Work Resource Centre. pp 3 19 GROWING FUTURE LEADERS

‘Anchoring Organizational Cultural Change’ is transactional by nature. However, the leadership practices of ‘Fostering an Entrepreneurial Spirit and Maintaining Strategic Focus’ are shared by both transformational and transactional leadership styles.

Moving down the diagram, we now come to the tools that transformational and transactional leaders use to facilitate transformational change and to guide people through the transition of change. We have such things as Vision and Strategic Intent, Strategic Planning, Coalition Building, Identifying Issues of Tension, Finding Win-Win Actions, Innovation and Creativity, Strategic Decision- Making, Anchoring Change, Consolidating Change and the Marathon Effect. Again we have the overlapping process between transformational and transactional leadership. The integration of transformational and transactional leadership styles not only allows a strategic leader to create the edge but also to successfully lead their organization through the transition of transformational change.

20 3

THE TRANSITION OF CHANGE Before we can begin to lead an organization through transformational change, we need to understand the transition process involved in change.

Transition is the human response to change. It is the psychological reorientation that people go through as they adjust to change.

We always see change as something exciting when it is happening to someone else or when it is part of the history of which we are proud. We read this history and never really think of what was going on in the lives of those going through the change. Why? We don’t look too closely at those who have gone before us because it de-mystifies them, it tears down their hero status and we are suddenly faced with the fact that they are no different from us. Because of our desire for great heroes in our organization, we make two false basic assumptions concerning change: The first false assumption is that very real changes are isolated from one another and that they are a rare phenomenon that we only experience occasionally, when in fact changes are a continuous, fundamental part of our lives. Psychologists tell us that we pass through between ten to twenty major changes in our lifetime and coping with change is a fundamental survival issue in the 21st century.4 They also tell us that one

4 William, 1999, Transitions: Managing Person and Organizational Change The Eos Life Work Resource Centre. 21 GROWING FUTURE LEADERS change overlaps another until they become a collage of change rather than a single image.

The second false assumption we make is that we are having a major problem with surviving change. Looking more closely into this, it becomes apparent that the real problem we are having is in surviving the transition period that change has brought upon us. As previously stated, transition is the human response to change. It is what we go through in order to come to terms with a change that has been thrust upon us. Change in an organization is an external process and has to do with policies, practices and structures while transition deals with the internal process of the effects of change, the “psychological reorientation people go through before the change can work.”5 Since we pass through ten to twenty changes in our lifetime, we must also pass through ten to twenty major transitions. Dai Williams - a Chartered Occupational Psychologist - says, “If understood and supported, these events (transitions) can be turning points and opportunities. If not they can lead to serious errors of judgment, depression, breakdown, broken relationships, careers and sometimes suicide.”6 So we can see that to bring people successfully through change, we need to understand their human response during the transition period.

Allow me to use two personal experiences to explain this concept more clearly. I was sitting in my office one day when my secretary said that it was time for a WECOC. When I asked her what a WECOC was, she informed me that it was a ‘well-earned cup of coffee.’ As I sat having my coffee, I began to ponder that it’s amazing how our whole life revolves around a cup of coffee or cup of tea. Just think of all the things we do with a cup of coffee... we relax with friends, taking time out to think, make important decisions by ourselves or with a group of people, take a break from work or to stimulate

5 Bridges, W. and Mitchell, S., Leading Transition: A New Model for Change Leader to Leader, 16 (Spring 2000), pp. 30-36. 6 Williams, Dai, 1999 Human Response to Change Futures, vol. 31 no.6, pp. 609-616 22 C H A P T E R 3: THE TRANSITION OF CHANGE ourselves to work. We break the ice when we first meet people by offering them a cup of coffee or tea. The list goes on.

Often people have a favorite cup, that special cup they have had for a very long time. It has been with them through the good and bad times of life. It has become an integral part of their lives. Life just would not be the same without it.

Then one day, someone smashes the cup. At first it seems, “Well, it’s just a broken cup.” Yet things are not the same as they were before. All the things we could do effectively with the old cup are no longer possible. All of a sudden, our whole emotional and social equilibrium is thrown into chaos. We can no longer socialize, interact with people or make decisions the way we did before. Our whole world has changed.

We suddenly find ourselves getting the shakes. We become irritable, angry and have blinding headaches as we going through coffee withdrawal. We are totally unbearable to live with. Our partner is ready to divorce us. You might think that this is a little bit extreme and over the top. I mean to say, it’s just a cheap cup. Get a life! Buy a new cup!

Yet this is exactly what happens to us when our cup of life is broken. Our whole world is thrown into confusion. When this happens to our cup of life, our natural instinct is to try and fix it, put it back together. The trouble is that there are too many broken pieces. No matter how hard we try to put back the pieces, they just won’t fit together. If, by some chance, we can glue it back together, at best it’s an embarrassment to look at and besides, it leaks!

We are now forced to choose another cup of life. Being creatures of habit we look for the same type of cup, or as near as possible to the same cup, but they don’t make them anymore. We must now choose a new cup of life. We have to go through the whole process of picking-up different cups and

23 GROWING FUTURE LEADERS testing how they feel and look. We often go back to the old cup-of-life and pick over it with fondness, wistfully hoping for the impossible, for things to be as they were, even praying, asking God to put the old cup back together again. Finally, after trying different cups-of-life, we choose one but we really don’t want to give up the old cup-of-life. Besides that, the new cup does not yet quite fit us. We are not comfortable with changes, so we put the old cup-of-life in a special place, in a drawer or on a shelf. At first, we check on it every day and move the pieces about. Then it becomes once a week, then on special occasions we may even attempt somewhat half-heartedly to try and put the old cup-of-life back together but we give up. All the time, we are getting more and more used to our new cup-of-life. We are finding we can do all the things with the new cup-of-life that we could do with the old.

Yet we are doing them differently with maybe a different group of people or with a different purpose in life. Things Transition is an important have changed. Finally, one day, we open period in our lives. the drawer with the broken cup in it What people don’t realize and wonder why we have kept it so long! is that it takes the average We ceremoniously take it and place it in person between six to the rubbish bin, pick up our new cup-of- twelve months to work life and fill it with coffee. We sit down through transition. to reflect upon the past and plan the future.

Transition is an important period in our lives. What people don’t realize is that it takes the average person between six to twelve months to work through transition. What is more surprising is that we are often totally unaware of the process. As stated before, if we don’t fully understand transition, we can make serious errors of judgment and miss major turning points and opportunities both in our lives and in the organizations that we are leading.

24 C H A P T E R 3: THE TRANSITION OF CHANGE

When I went to school in 1956, there was an experimental class called ‘Transition Class’ that you entered in your second year of school. It was between kindergarten and first class. You were neither in kindergarten nor in first class but in ‘transition.’ You were caught in this time-warp like a caterpillar in a cocoon and you would supposedly over a period of time evolve into a beautiful butterfly as a first class student. The scary thing about transition class was that you could actually fail it and have to repeat it. If you repeated kindergarten you still had an identity. If you repeated first class you also had an identity but if you repeated transition class, where were you?

There was in my class a girl who had repeated transition class and she was a Big Scary Girl. I did not want to be trapped for the rest of my life in transition class with this big scary girl. Well, I survived transition class and made it to first class. I had an identity. I was a first class student.

Then would you believe, two or three years later, the Education Department of New South Wales, Australia, abandoned transition class and sent children straight from kindergarten to first class! What an injustice! Children did not have to go through transition! As time went on, new teachers coming out of teachers’ college did not know what transition class was and while teaching in our school they would look at my school record and see that I went through transition class. They would with some amusement ask me, “What is transition class?” I didn’t know what it was! To me it was a place of big scary girls, a place you had left but had not yet arrived anywhere else.

Yet to me it was also another place - a place of creativity, wonder and fantasy. I had this school teacher who on Monday mornings would take colored chalk and draw on the blackboard the most wonderful pictures of toadstools, fairies and animals. She would leave them there for the whole

25 GROWING FUTURE LEADERS week. She would also tell us stories about what she had drawn and her stories would ignite our imaginations, taking us far from the realm of transition class. Even after I graduated to first and second class, I used to sneak back to transition class to look at the pictures she drew and I would remember the stories.

I want you to notice that though the transition period in a person’s life or the life of an organization is a time of uncertainity, it is also an exciting period of growth where individuals and organizations rise to new levels of endeavour and achievement. Transition is the place where individuals are transformed to be more effective in their own personal lives and where organizations become more effective in their service to the community or ministry they are called to serve. The principles of strategic leadership as set out in the 2-T Model of Transformational Change will assist us as strategic leaders to release for the glory of God the full potential of those we lead.

26 4

THE ENDING ZONE The Journey Begins

Using the ‘broken coffee cup’ case study, what was the beginning of the transition? It was the smashing of the cup. Transition begins with an ending, a loss of something. People don’t resist change, they resist... loss.

What did the person with the smashed coffee cup lose? That person lost their identity, competence, the ability to socialize, control, prestige, respect and the what-ifs of life.

What did that person become? Vulnerable! People passing through great loss in their lives often make the statement, “I feel so vulnerable.”

There is a dream that has haunted the human race since the time of Adam and that dream is invulnerability. To be invulnerable means to be unwoundable, unable to be hurt or harmed, to find some magic cloak that will protect us from all danger and put us in control of our lives.

The desire for invulnerability is so strong in mankind that our dreams, myths, games and even our lives are centered on it. We set out in life to enter into a place where we feel completely secure from every danger. Yet we know that this is not achievable. No doubt you would have heard of

27 GROWING FUTURE LEADERS weakness referred to as an ‘Achilles’ heel.’ If you can find another’s Achilles’ Heel, you will be able to ‘bring them down.’

Achilles was one of the greatest heroes of Greek mythology. He played a major part in the Trojan War in which Greece defeated the city of Troy. When Achilles was a baby, his mother wished to make him invulnerable. She took him to the River Styx. This river was supposed to contain some magical power whereby if someone were dipped into it they would become invulnerable, unable to be harmed. So his mother dipped Achilles into the river and he became invulnerable, unable to be harmed except for his heel by which Change is the arrow that his mother held him. It was through this targets our unprotected heel that Achilles in the tenth year of the Achilles’ heel, the Trojan War received his fatal wound when weakness in our lives. Paris shot an arrow that was guided by the god Apollo into Achilles’ unprotected heel. Whether it is the battle of the city of Troy or the battlefield of life, every defense and every person has a weak point.

Change is the arrow that targets our unprotected Achilles’ heel, the weakness in our lives. It strikes without warning and that dream of total security is shattered. It turns into a nightmare exposing our vulnerability. People often say, “I cannot believe that this is happening to me.” We feel like the little boy who puts an old bed sheet over himself saying, “Look at me! I’m superman! I’m invincible! I can fly!” leaping off the chicken coop, plummeting to the ground. Suddenly we are faced with the reality that we cannot fly - we are vulnerable.

When an organization or individual enters into a transition of change it means that a chapter is closing in their personal history. (As stated before, the ending is the beginning of change.) The result is they experience a very

28 C H A P T E R 4: THE ENDING ZONE real loss accompanied by a deep sense of vulnerability. William Bridges states that, “When endings take place, people get angry, sad, frightened, depressed and confused.”7 This loss is followed by grief. We cannot begin the journey of transition through change until we acknowledge and accept the reality of important significant losses in our lives, our own vulnerability and the impact this has upon us either as individuals or as an organization. Shakespeare said, “He who lacks time to grieve, lacks time to mend.”

People will at first naturally deny any loss or vulnerability. Eventually however, the grief of that loss and vulnerability will be demonstrated in the following actions:

• Anger • Bargaining - seeking a way out of the situation • Anxiety • Sadness • Disorientation • Depression This sense of loss and vulnerability is the process of “Saying Goodbye” and letting go of the old. It is a very difficult experience for most of us because it means letting go of our whole world of experience, our sense of identity, even reality itself. Until people have said “Goodbye” there is no moving on. As the American proverb says: “You can’t steal second base with your foot on first.” It is a phase through which people must pass. If they don’t, they could develop what is called ‘learned hopelessness.’

There are many Christian organizations and churches whose members are trapped in learned hopelessness. The only way they will be able to escape from this is when a transformational leader rises up and implements the following two leadership practices: ‘Challenging the Present Organizational Culture’ and ‘Inspiring a Long-term Shared Vision.’ These two leadership practices involve right and left-brain thinking.

7 Bridgess, William 1991 Managing Transitions: Making the Most of Change Perseus Books Group, p. 24 29 GROWING FUTURE LEADERS

A. Challenging the Present Organizational Culture

The need for transformational leadership is initiated by a crisis within the organization. This crisis causes transformational leaders to begin to challenge the assumptions that underpin the present proposed solutions to an on-going existing problem. The crisis allows transformational leadership to intervene and challenge the culturally-based patterns of the organization that have been judged as having an ineffective strategic response to the on- going crisis.

A crisis may have opened the door for transformational change but transformational change itself must be triggered by a vision that lifts the organization to a new level of action. For a leader to initiate transformational change, they must offer a vision that transcends the status quo. The vision should necessitate fundamental changes in the organization thus giving the organization new insight into greater possibilities for the future. This is a right-brain thinking process by which the leader uses intuition to provide a challenge or a visual picture of what the organization can obtain or be.

Aristotle said, “The soul never thinks without a picture.”

The world crisis created by the terrorist attack on the Twin Towers of the Trade Centre in New York, America, on 11th September, 2001 caused world leaders to challenge the present organizational culture assumptions about dealing with the world-wide terrorism problem and to set-out a new vision and plan to deal with that problem.

An effective challenge to the present organizational culture doesn’t just happen. It requires that the leader becomes a strategic long-term thinker who can produce a vision and a strategic intent of how things should be. Thes are the first tools of strategic leadership.

30 C H A P T E R 4: THE ENDING ZONE

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31 GROWING FUTURE LEADERS

1. Strategic Thinkers

Strategic leadership begins by being a strategic thinker. Leaders who are strategic thinkers guided by the Holy Spirit are one of the major keys to the advancement throughout the world of the Gospel.

1.1 Strategic Thinkers Can See the Obvious and are Focused

Strategic thinking has a lot to do with the way we see things and how we process the information and facts that are before us. No doubt you have heard of Sherlock Holmes and his famous statement: “Elementary my dear Watson.”

The creator of Sherlock Holmes, Sir Arthur Conan Doyle, in the early draft of the book “The Hounds of the Baskervilles”, has Sherlock Holmes and Dr Watson camping out on a moor. In the middle of the night, Holmes suddenly wakes up and shakes Watson. He shouts, “Look at the sky, Watson. What do you see?” Watson replies, “I see stars, millions and millions of stars.” Holmes persists, “And what does that tell you, Watson?” Dr Watson pauses. “Astronomically, it tells me that there are millions of galaxies and countless planets in them. Horologically, it tells me that the time is quarter past three. Astrologically, it tells me that Saturn is in Leo. Theologically, it tells me that God is all-powerful and that we are small and insignificant. Meteorologically, it tells me that we will have a nice day tomorrow.” Holmes says nothing. Watson finally asks, “Well Holmes, what does all this beauty and grandeur tell you?” The detective snaps, “Watson, you idiot, it tells me that someone has stolen our tent!”

Watson was looking for some profound solution to the question when the answer was “elementary my dear Watson.” Strategic thinkers are leaders who are able to push aside the unrelated information and facts in which the Watsons of this world become enmeshed. Strategic thinkers are able to

32 C H A P T E R 4: THE ENDING ZONE identify the obvious strategy for accomplishing an organization’s vision and objectives.

Watson had become a victim of what is called ‘strategic drift.’ He had become caught-up with every other issue except the important issue - the stolen tent. When an organization slides into strategic drift, its performance drops and it is unable to compete or be effective in its environment. It becomes a ‘Dr Watson.’ The church needs leaders who are strategic thinkers or it will become a ‘Watson’: full of knowledge, self-indulgent and missing the plot (tent) of reaching every soul with the Gospel.

Organizations that are not strategically focused die the death of a thousand initiatives: “Too much to do with too few resources in too little time.” Or as the Dutch proverb says, “Too much hay on the fork.”8 I learned very early in my life that focused behavior is what keeps an organization on target, working and growing. By being focused I don’t mean you are blind to other initiatives but rather that you only choose those initiatives and opportunities that will benefit what you are doing. Strategically-focused leaders “know what are the few most important things to do or keep a watchful eye on, no matter what else may be going on and however many options beckon.” 9

It is very easy for a strategic leader to become a victim of strategic drift and be embroiled in every other issue except the important issue. When faced with the temptation to be drawn away from their focus strategic leaders ask themselves the question, “Is this opportunity fulfilling the strategic direction of the organization I am leading?”

Remember Nehemiah Chapter 6 Verse 2? Nehemiah would not allow those who sought to destroy him (and the work he was doing) to draw him down to the plain of Ono and away from his focus of building the wall. When faced with strategic drift, our response should be “ONO I am not going!”

8 Hodgson & White 2001, Relax it’s only Uncertainty Prentice Hall, p.113 9 Hodgson & White, op. cit., p.115 33 GROWING FUTURE LEADERS

According to research conducted by Hodgson & White, “people who are not good at focusing are also not good at facing up to and resolving conflicts in a way that leaves the organization and the participants stronger.” 10 In other words, leaders who do not apply themselves to focusing upon the important issues of an organization’s direction do not bring win/win outcomes to conflicts within the organization that they lead. Focused leaders always find ways to produce win/win outcomes.

Signs of strategically-focused leaders are that they

• understand at any time the ‘critical few’ things that need to be done. • will shift focus from the ‘critical few’ things when they are no longer critical. • are not overly driven by detail but will accommodate detail when necessary. • know the right level to which to apply focus. • know the difference between focus and obsession. • are good at knowing what to do and what not to do. • know their goals. • choose what they want to focus on. • use their time wisely as an investment and are careful not to waste time. • are not easily distracted by trivia.

1.2 Strategic Thinkers Challenge Assumptions

Strategic thinkers are always leaders who are constantly challenging assumptions, those things that we have taken for granted as being facts.

Early in World War II, Britain was virtually alone in fighting the war in Europe. While their losses were equal to the Germans in the battle for superior air power, doing nothing was not an option because the Germans

10 Hodgson & White 2001, Relax it’s only Uncertainty Prentice Hall, p.35 34 C H A P T E R 4: THE ENDING ZONE had far more aircraft than the British. The best brains in Britain and America were put to work on the problem. As the planes that returned were all shot-up, one option was to reinforce those areas of the aircraft that were damaged. The losses continued to mount. One night someone had a brainstorm. He suddenly realized that they could not examine the planes that never made it back to Britain! They had to reinforce in advance, before the damage was done. Reinforcement was required in the places of greatest vulnerability, namely the cockpit and engine of the plane, as the plane could …the British Air Force still fly with bullet holes in its wings. adopted this strategic When the British Air Force adopted this thinking, aircraft losses strategic thinking, aircraft losses dropped dropped dramatically and dramatically and consistently throughout consistently throughout the the remainder of the war. This one decision remainder of the war. helped turn the tide of the Second World War to Britain’s favor.

Strategic thinkers are leaders who act like a catalyst, constantly shifting the focus of our thinking from the crisis to the need for change. Leaders who challenge assumptions think strategically, creatively, innovatively, positively, stimulate thought and set the agenda for change.

Leaders who challenge assumptions are strategic thinkers who make better decisions about the future because they anticipate change and its effects.

1.3 Strategic Thinkers Focus on the Ultimate Outcome

While strategic thinkers choose to be informed about the past, they do not get bogged down by what happened yesterday, last week, last month or last year. Strategic thinkers also avoid negativity, defensiveness and time- wasting whining.

35 GROWING FUTURE LEADERS

However, they will reflect upon the past in order to choose from those lessons the things that will help them set a new direction to the future. This is known as ‘outcome focus.’ Strategic thinkers focus on the future. Why? They do this because they know that we all come to the future completely equal. No-one owns the future and no-one can accurately forecast the future. Strategic thinkers know that the success of any organization is achieved in the future, never in the past.

Strategic thinkers are deeply concerned with the organization’s long- term future. They focus on this rather than on the quick knee-jerk action that meets some temporary emotional need or satisfies some egotistical individuals within the organizational structure.

The story of Fabius, a Roman commander in the third century BC, is an excellent example of this. Fabius had the unlucky job of being one of Rome’s rulers when Hannibal was crossing the Alps and fast-approaching the heartland of Italy. The Roman Senate, panicked by fear, demanded that Fabius give them a quick-fix, fast action response to the situation. Fabius was unwilling to do this as he felt the Roman’s force was not well-enough prepared to meet Hannibal’s imminent attack.

The Senate then turned to another general whose name appropriately suited their demands: ‘Flaminius.’ Flaminius rushed north in the hope of blocking Hannibal’s advance. However, he found himself surrounded on three sides by Hannibal’s army. Thirty thousand of his men were killed or taken prisoner and Flaminius himself was captured.

The Roman Senate then turned back to Fabius whose strategy was different. He was a strategic thinker who was concerned with the long-term future of the organization.

36 C H A P T E R 4: THE ENDING ZONE

He knew that time was on his side and not on Hannibal’s. He also knew that he did not have the strength to meet Hannibal’s army in decisive battle and win. He turned this knowledge to his advantage.

His strategy was to let the vigor and strength of Hannibal’s force waste away and expire, like a flame, from lack of nourishment. What he did was to devastate the surrounding countryside and at the same time he avoided risking Fabius… was different… his army in battles. Rather he chose to he was a strategic thinker keep Hannibal’s army in a constant state who was concerned with of readiness by giving them no rest. He the long-term future shadowed Hannibal. When Hannibal’s of the organization. forces and supply lines moved, he moved, carrying out lightning attacks. He always camped in a highly visible position so that Hannibal’s forces could see, but not easily access, his cavalry. Eventually Fabius’ constant harassment paid off. It gave Rome the time and opportunity to defeat Hannibal’s navy and to cut off his supply route. This forced Hannibal and his army to retreat.

Fabius demonstrated the wisdom of strategic thinking when everyone was clamoring for action. We see by Fabius’ actions that leaders who are strategic thinkers clearly convey the message that they are not here to win the battle. They are here to win the war of the spiritual destiny of their nation.

2. Vision and Strategic Intent

Strategic leaders are not only thinkers. They are visionaries who understand the importance of ‘Strategic Intent.’

No doubt we have all read some vision statements that are so grandiose they are better called ‘Hallucination Statements.’

37 GROWING FUTURE LEADERS

Why is it that you may read the same or a similar vision statement in two churches and accept one and not the other. The reason for this is because they lack what is called Strategic Intent. The vision and strategic intent of any organization have to be interlocked in order for an organization to move forward.

2.1 Vision

Without a vision, there is no change. The way we make difficult transitions in life is to imagine what life will be like after that difficult time has passed: for example, how life will be after the death of a loved one. A vision of change occurs when the organization pictures where it wants to be in the future. Thus a vision is identified as the creative phase, in the sense that ‘something new’ is being sought.

Leadership implies setting a direction that others follow. This direction must not be random or haphazard. It must be guided by some form of strategic sense. This is what a vision does. According to John Kotter “A good vision serves three important purposes. First, it clarifies the general direction for change. Second, it motivates people to action in the right direction, even if the initial steps are personally painful. Third, it helps co-ordinate the action of different people.”11

Vision gives a strong sense of what is to be the focus of the organization. Visions must be positive and they must be compelling.

Plato’s allegory “The Cave” shows us the difficulty of recruiting followers for any change. “The Cave” prisoners are chained in an underground cave and the only view they have of the world is in the shadows reflected on the wall of the cave. The shadows are their reality. One of the prisoners escapes to the upper world and for the first time confronts the sun, the symbol of truth. Initially, he is so dazzled that he turns away but gradually he comes to understand the nature of truth and reality. He assumes the responsibility

11 Kotter, John 1999 Leading Change Harvard Business School Press, pp. 68-69 38 C H A P T E R 4: THE ENDING ZONE to share what he has learned with the prisoners still chained in the cave. He discovers that the prisoners will not acknowledge or welcome the truth. They prefer their familiar illusions and shadows. When he persists in trying to tell the truth, they laugh at him. They feel that he is the one who is at a disadvantage in their world because his exposure to the light made him blind in the cave - incapable of playing the game of interpreting the shadows. They vow that if another prisoner is liberated, they will kill him.

This allegory focuses on a number of concepts related to leadership and change:

• Firstly, when people are accustomed to one point of view, they will reject another - even if it makes more sense. • Secondly, leadership that departs from familiar beliefs in order to see the truth demands courage and requires even greater courage to tell others of it. • Thirdly, unquestioned beliefs and assumptions are a real hindrance to change. • Fourthly, truth is not always welcomed by those who confuse illusion with reality.

We see from Plato’s story that it is not always easy gaining recruits for change. Gaining commitment to a transformational change isn’t about creating a fuzzy, feel-good vision statement. It’s about creating a compelling vision of where you see the organization in the future and communicating that vision to every level of the organization.

Positive, compelling visions mobilize transformation in individuals, organizations and societies. Transformational leaders are people who can formulate and facilitate an inspiring vision of something that is thought to be impossible or unattainable. Positive, compelling visions invoke the courage and the personal sacrifices needed to attain what was

39 GROWING FUTURE LEADERS thought to be unattainable. Positive compelling visions influence others to join in the race.

As I was contemplating this, I thought of the tremendous compelling vision that launched the building of Stonehenge in England. Stonehenge is now surrounded by a fence, but it wasn’t when I was a child. In 1963, my parents took my brothers and me to England, the land of their birth and youth. On our visit, we went to Stonehenge and climbed up on those huge stones and stood in their towering arches. I remember standing there and thinking, “What an amazing achievement!” It was not until much later in life that I learned that the project was started about four to five thousand years ago. It is estimated that the project was built in three or four stages over two thousand years. Eighty bluestones are believed to have come from the Preseli Mountains in South-West Wales. These were transported by water a distance of 130 kilometres to Amesbury and Transformational then brought overland to the site. Each leaders are people one of the bluestones weighed between who can formulate and three and four tons. A further thirty facilitate an inspiring sarsen-stones weighing between six vision of something and sixty tons were transported thirty that is thought to kilometres from Marlborough Downs. be impossible or It is estimated that Stonehenge took unattainable 1,500,000 working days and involved about 1000 workers at a time!

It is now believed by some that the calendar produced by such monuments as Stonehenge and the Mayas in South America was used for more than just religious functions. It was for them a difference between life and death. These people were farmers and they needed to know when to plant their crops. Monuments such as Stonehenge gave the answer. As I thought about this I realized two things. Firstly, a vision only becomes compelling for an

40 C H A P T E R 4: THE ENDING ZONE organization or culture when it is a matter of life and death. Secondly, a vision is compelling when it meets peoples’ spiritual and/or physical needs. Such a vision can only be found by employing strategic thinking. For a Christian, such strategic thinking is to be guided by the Holy Spirit.

Contrary to common belief, positive compelling visions are rarely created by one single heroic leader nor are they created in a single moment of inspiration. Personally I have found that the initial concept of a vision is formed over a few months. However, it can take up to two years to fully develop the vision and mission of an organization. Positive, compelling vision comes after long discussions with colleagues, lengthy investigations into the needs of those the vision serves, SWOT and Growth/Share Matrix analysis of the organization (for further information refer to Strategic Planning section page 43) and a good understanding of the organization’s culture, beliefs and competencies.

2.2 Strategic Intent

As admirable and necessary as it is to have a vision, this is not enough. Vision must be translated into action. Strategic intent is where the vision is translated into concrete actions. It must follow the vision for the vision to become a reality. Strategic intent is living-out the vision.

Strategic intent stretches the limits of our thinking about the value, purpose and possibilities of our organization. It must not be confused with the restructuring of our organization. Strategic intent is interlocked with being a visionary. It involves focusing on what the organization should be. What the strategic leader does at this stage is to create a stretch between the organization’s current position and where it needs to go. This is done by creating a sense of urgency, a mind-set that says, “It is intolerable. Things cannot remain as they are.”

41 GROWING FUTURE LEADERS

Establishing a sense of urgency is crucial in gaining support to lift an organization out of the twilight zone of complacency and transforming it into a strategically-focused organization. One of the signs that an organization has entered the twilight zone of complacency is the peacock- strutting, the fanning of the feathers, the ‘happy-talk’ syndrome: “Sure, we have challenges, but look at all we’ve accomplished!” All the time the old fox Satan is waiting to have the church for dinner. Why do we settle for complacency? We do this because life is more pleasurable without problems and infinitely more difficult with them.

Creating a sense of urgency or strategic intent demands boldness of the strategic leader and the undertaking of risky action. It requires boldness because it means removing the happy-talk, honestly looking at the organization’s strengths, weaknesses, opportunities and threats. It is risky because it demands that the strategic leader no longer talks about change but becomes an agent of change and puts together an effective leadership team or guiding coalition to create that change. It is impossible to put together a powerful leadership team without a sense of urgency.

Strategic intent, that sense of urgency, is seen in Joshua Chapter 1 Verses 10 to 18 in the mobilization of Israel to take Canaan. The people moved quickly to prepare to cross the river Jordan and ready themselves for battle. Why? They acted in this way because they knew the mission was not over. There was a sense of urgency in the camp, a strategic intent that was focused on what Israel should be. Things could not remain as they were.

There is a story told of a young missionary lady who because of lack of support was forced to return to her home church in Scotland. Brokenhearted, she went to seek God for an answer in the Sunday School room where as a small child she had pledged her life to the mission field. In the room was a poster that she had seen many times: “Where there is no vision the

42 C H A P T E R 4: THE ENDING ZONE people perish.” As she was seeking God for an answer, her eyes feel upon the sign and she suddenly noticed something different about the verse. Time had taken its toll and the first letter had dropped off.

It now read: “…here there is no vision...” Without strategic intent, the sense of urgency that takes an organization beyond its twilight zone of complacency, all visions and initiatives of change are dead on arrival in any church. As strategic leaders of God, let us not allow the 21st century church to slip into this condition.

B. Inspiring a Shared Long-Term Strategic Vision

Having challenged the present cultural assumptions and set a vision, the leader must implement the second strategic leadership practice. This is ‘Inspiring a Shared Long-Term Strategic Vision’ in order to lead people out of the Ending Zone of transition into the Moulding Zone. This is left-brain thinking.

1. Strategic Planning

Transformational leadership is about focusing on long-term strategic leadership. It’s about providing a conceptual map or set of blueprints of what the organization or situation will look like in the future and sharing that dream with others, much like an architect provides a house plan to a young couple about to build their first home. This involves strategic planning and coalition building.

It is vital that the transformational leader’s vision is supported by a long- term strategic plan that is sufficiently imaginative and inspiring to be engaging and which gives clear direction to the organization’s future as well as stimulating creative and innovative ideas from its members.

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The strategic plan will assist in building a coalition by allowing people to ﬁnd a way to become involved in consensus and commitment to proposed goals, strategies and action plans of the vision, by providing a broad range of possibilities that will add value to existing stakeholders (the insiders) and attract new key stakeholders (the outsiders) into what is called ‘possibility space.’ The possibility space may be deﬁned as an environment that allows people to contribute their talents and giftings to accomplish the vision of an organization.

Why is strategic planning so important? The transition of change begins with an ending and a loss of something. People don’t resist change they resist... loss.

The things people are fearful of losing through change are their identity, competence, the ability to socialise, control, prestige, respect, the ‘what if’s’ of life and so on. When an organization or individual enters into a transition of change it means that a chapter in their personal history is closing. (As stated before, the ending is the beginning of change.) People will only be a willing part of change if they see that a strategic plan will compensate for their loss with something better.

Again we look at the leadership activities of George Bush and Tony Blair in 2001 and their strategic plan to deal with terrorism by building a coalition. Eﬀective coalitions allow other leaders to ﬁnd ways in which to become involved in consensus and commitment to proposed goals, strategies and action plans of a vision. Though the plan against terrorism does infringe upon national sovereignty and their right to determine what takes place within their national borders, the gain of restricted world terrorist activity is worth it.

1.1 Astute Strategic Planners

Strategic leaders lead to succeed. Not only do they have a vision, they have a strategic plan. Strategic leadership plans that are prepared under the

44 C H A P T E R 4: THE ENDING ZONE direction of the Holy Spirit replace “I think” with “I know what action God wants us to undertake for the advancement of the Gospel.” This pattern was set down for us by the apostles in Acts Chapter 13 Verses 1 to 3 when they gathered to discuss and plan for the spread of the Gospel to the Gentiles. The result of that discussion was, “It seems good to us and the Holy Spirit.” Strategic leadership plans breathe life into an organization because they are action-oriented. They create roadmaps that draw the organization’s mission, vision and objectives together and springboard them into success.

Strategic leaders are astute planners who translate strategies into actions. People will only be a willing In the church scene, there are two arguments part of change if they see put forward against strategic planning: that a strategic plan will compensate for their loss The first is that everything is changing with something better. anyway: society, people in our organization. “Why should we develop a strategic plan when everything else is in flux? It is precisely the changing conditions and environments in which many organizations find themselves that require a strategic focus for the future as a critical element of organizational success.” 12 Strategic plans ensure that in times of change everyone is on the same page. They motivate people to think in the same direction at the same time and about the same priorities. Strategic plans provide a vision for the organization, articulate the strategies of the organization and identify the decisions that have to be made in order for the organization to move forward.

The second argument put forward in church circles is that strategic leadership planning is not a spiritual thing. However, this is not true. As leaders we know that strategic leadership planning is essential for the growth of any organization. Why? We know it is essential because strategic leadership

12 Ramsey, David 1992 Leading Strategic Organisation, Strategic Leadership Associates, Inc., p. 1 45 GROWING FUTURE LEADERS planning is really, “rehearsing the future” and the future is everything that happens after today.

Also, as leaders in the church we recognize that there are two levels with which we have to contend in our strategic leadership planning: the level that we are at now and a higher spiritual level, a more powerful level that really determines what happens on the lower level, much like a two-level chess game. Paul says in Ephesians Chapter 6 Verse 12: “For we wrestle not against flesh and blood, but against principalities, against powers, the rulers of darkness of this world, against wickedness in high places.”

Strategic leadership planning is stepping boldly into the higher level. In doing so, we enter with God’s strength into a situation to become part of the determining factors of the future.

As we do this, we determine the spiritual battleground, under which conditions the spiritual battle for this area will be fought and won and we determine over what we will fight. In other words, the battle is now fought on our terms under God’s direction. We become the aggressors, the initiators of the conflict. This will, of course, arouse strong resistance from principalities, the powers and rulers of darkness of this world and wickedness in high places.

Strategic leadership planning is:

• Firstly, driven by the opportunities presented to it; • Secondly, the imaginative and highly-efficient use of very limited resources to acquire that opportunity; • Thirdly, characterized by bold, intuitive decision-making.

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When planning, the strategic leader asks such questions as • where is the opportunity? • how do I capitalize on it? • which resources do I need? • how do I gain control over the resources? • which structure is best for the effective utilitization of the resources?

The advantages of a strategic leadership plan are that it • provides focus and guidelines for your organization’s activities. • helps the strategic leader anticipate problems. • helps the strategic leader make decisions. • enables the strategic leader to take calculated risks thus minimising mistakes and unpleasant surprises. • helps identify strengths, weaknesses, opportunities and threats. • empowers both followers and leaders in the organization.

The normal reaction to a crisis situation is short-term, the quick-fix approach of a one-year plan. This plan is characterized by short-term objectives that portray a position of weakness to followers and those outside the organization. Such a plan also results in little or no change to the cause of the crisis or to the organization.

In contrast, strategic leadership planning takes the long-term view of the situation, usually ten years or more. Strategic leadership planning selects long-term objectives that are supported by yearly strategies, which together portray a position of strength to followers. The result is a positive change of continued growth in the organization. Strategic plans allow you to celebrate short-term wins without losing momentum or losing sight of the vision.

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Also, strategic plans allow you to consolidate your gains because they clearly show why the changes have been made and why it is important to allow the new culture and newly-gained achievements to take root in an organization.

1.2 Formulating Strategies

Let us begin by firstly defining strategy. Strategies link the mission of the organization with the vision of the organization. The vision of the organization is what the organization will look like as it pursues and succeeds in different aspects of its mission. The vision of an organization does not have to be equal in duration to its mission. The mission of an organization may last for one hundred years. A good example is the mission of the church given by Christ in Matthew Chapter 28.

While a vision may only last for a decade or two, an organization can have a series of progressive visions that act like stepping stones and move an organization towards its mission. Consider it like this: your mission is to cross a river, yet the river is too wide to be crossed in one or even two jumps. You need to get to the other side, so you place large stones across that river, each the distance of one pace, until you are able to cross the river. What appeared to be an impossible mission becomes possible by a series of obtainable, strategic visions. Therefore, a strategic vision is what the organization will look like as it follows and succeeds in different aspects of its mission.

Strategies are those things that help an organization accomplish its vision for the future. Joshua is an excellent example of this concept. His mission was the conquest of Canaan and to divide the land amongst the tribes of Israel. He sectioned the mission into three visions. The first vision was the central campaign. This involved the strategies of taking Jericho by marching around the walls of Jericho, causing the walls to fall down. They then moved

48 C H A P T E R 4: THE ENDING ZONE on to Ai and lured its defendants out and ambushed them. Joshua used other strategies to also capture Bethel, Shiloh and Mt Ebal. The second vision was the southern campaign. This involved the strategies of taking Jerusalem, Hebron and Beersheba through a covenant established between the people of Gibeon and Israel. This allowed Israel to come to their rescue when they were threatened by these kingdoms. It also involved the strategy of praying for the sun to stand still in order to extend the daylight hours and therefore increase their chances of defeating the coalition of the southern kingdoms. The third vision was the northern campaign which involved the strategy of a surprise attack. The attack began by the waters of Merom and ended in the total routing of the coalition of the northern kingdoms.

Gary Yukl in his book ‘Leadership in Organizations’ says: “Strategy formulation is one of the most difficult responsibilities of executives, and there are no simple answers on how to do it effectively.” 13 Therefore the following points cannot be viewed as logical steps to follow one after another but rather interwoven activities that come together to assist us in formulating various strategies to accomplish our vision.

1.2.1 Scenario Building

In 1911 Scott, the English explorer, set out to walk to the South Pole. His expedition plans were based on the calculation of the meteorologist Simson, a brilliant meteorologist of that time. Based on past information, he calculated two things. Firstly, that Scott’s expedition would not face weather conditions with temperatures below minus twenty degrees Celsius. Secondly, there would be only light wind, which would have a warming effect upon the snow and ice, making it easier for Scott’s team to pull their supplies. From this expert’s advice, Scott planned his expedition. The journey to the pole went as Simson had predicted. However, things changed

13 Yukl, Gary 2001 Leadership in Organizations, Prentice Hall, p. 361 49 GROWING FUTURE LEADERS on their journey back. The temperatures dropped below minus forty degrees Celsius and light winds never eventuated! Scott and his brave companions were unable to keep up the required pace. They were overcome by the weather and suffered frostbite and exhaustion. The result was that Scott and the expedition team perished, huddled together in a tent eleven miles from base camp. Simson was greatly distressed over what had happened to Scott and his team and spent many years trying to work it out. Eventually he came to the conclusion that the climatic conditions that Scott had faced happened only once in nine years. Unfortunately he could not prove it. In the year 2000, a meteorologist by the name of Dr Solomon found in her research that Simson was correct in his statement that Scott faced unusual weather conditions. Based on modern technology, Dr Solomon was able to prove that such conditions only happen about every sixteen years.

The question now must be asked, “Why didn’t Simson and Scott, who were brilliant planners, foresee some changes to the weather patterns?” Their plan was based upon a weakness that exists in traditional planning. The weakness is forecasting future conditions based on past information and experiences and expecting little or no changes for the present or future.

Simson and Scott failed to build alternative scenarios. They cannot really be blamed for not having this strategic tool. Scenario building was first developed after World War II by the U.S. Air Force during the Cold War era. It was a tool they used to predict and prepare for different strategies that the enemy might use in either a nuclear or conventional attack. In the 1960’s, Herman Kahn, who was part of the U.S. Air Force, refined the process of scenario building as a tool for business.

Scenario building came of age in the early 1970’s through the work of Pierre Wack and Ted Newland who were planners in the London office of Royal Dutch/Shell. It was the time of the oil crisis. Pierre Wack and

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Ted Newland were able by scenario building to point to forces in the world and their influence on oil prices. The forces at that time were within the Organization of Petroleum Exporting Countries (OPEC.) OPEC was formed by Islamic nations in bitter response to Western support of Israel during the Six-Day War of 1967. Pierre Wack and Ted Newland’s scenarios helped world leaders imagine the kind of decisions they would have to make should OPEC flex their muscles. This happened after the “Yom Kippur” war in 1973 when OPEC plunged the world into an energy crisis.

Scenario building is an alternative approach to traditional methods of planning (forecasting the future based on the past.) By the use of building three or four plausible stories, it looks at a range of several possible futures. These stories then look at different alternatives and significant consequences of those alternatives by scanning the environment for answers Scenario building… to those alternatives. Since the events of was a tool… used to September 11 2001, national security predict and prepare for services around the world are developing different strategies that various scenarios of terrorist attacks and the enemy might use… realistic responses to them. Scenario building is not about predicting an accurate picture of the future. It’s simply not possible to do that in these uncertain times. There is an old Arab proverb that says: “He who predicts the future lies even if he tells the truth.” Scenario building is about changing your present perception of the future by questioning accepted assumptions and telling plausible stories based on new assumptions, so as to make better decisions about the future. I believe that scenario building, when guided by The Holy Spirit and prayer, can give prophetic insight into decisions we need to make for the future.

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Seven Steps to Developing Scenarios:

I. Identify the Focal Issue or Decisions that Need to be Made

What do you really want to know? Identify specific issues where having scenarios will be helpful. For example: a) What if the church building suddenly burns down? or b) The Pastor or organization’s director due to ill health cannot continue as the strategic leader of the organization.

II. Identify the Key Factors

List the key factors that may directly affect the answer to your question. For example: a) The church is built alongside the heavily-forested National Park or b) The present health of the Pastor.

III. Identify the Larger Driving Forces

What are the major forces or trends behind those key factors listed in Step 2? For example: a) State Forestry Commission Policy on back-burning; fire alarm systems installed; adequate insurance coverage; care-taker/security and ground-maintenance around the church or b) the hereditary conditions of the Pastor’s family; conference junky; eating habits; lack of exercise and his severe obesity.

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IV. Rank the Importance of the Uncertainty

When looking at steps 2 and 3, what factors will be most significant in determining the answer to the scenario? Significant factors that will be present in all possible futures are a) + b.) Rank the above in order.

V. Build Scenarios

Build two or more scenarios by using one or more of the most significant factors identified in step 4. For example - The pastor is diagnosed with hereditary heart problem. What measures do we need to implement in order to prepare for the on-going survival of the mission and vision of the church? VI. Implications

Once you have built your scenarios, look for the implications. What could happen if the different scenarios occurred? For example - Since we do not have an assistant pastor or a strategic plan that enables us to choose an incoming pastor to facilitate the mission and vision of the church, then the future we are working towards will be lost.

VII. Select Leading Indicators and Signposts

Identify leading indicators or signposts that could alter any of the scenarios being played out. For example: a) During bushfire season, ensure that a fulltime caretaker will be on the premises 24/7. or b) Train-up a new Pastor or provide the Pastor with professional career mentoring/coaching.

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1.2.2 Broad Reading

Reading stories of people’s successes and failures allows us to view situations from multiple points of view and to collect data from different perspectives.

1.2.3 Determine Long-term Objectives and Priorities

It is difficult to make strategic plans without knowing the long-time objectives and priorities of the organization.

1.2.4 Identify Core Competencies

This means identifying the skills and things that your organization does well as compared to other organizations. These are often identified as your Strengths in SWOT Analysis and Cash Cows or Rising Stars in Growth/ Share Matrix (items 5-6.)

1.2.5 Involve Others in Selecting Strategies

This involves the process of decentralizing the decision-making process by enlisting others in problem-solving.

1.2.6 Assess Current Strengths and Weaknesses

This could be assessed by Growth/Share Matrix or through SWOT Analysis.

Growth/Share Matrix Analysis:

The Growth/Share Matrix is divided into four sections: ‘Cash Cows’, ‘Rising Stars’, ‘Unknown Child’ and ‘Dog.’

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Cash Cows:

Cash Cows is a farmer’s term. It refers to those services that we do well. It is those services that firstly continually generate a community awareness of who we are or what we do. Secondly, it is those services that give us a competitive edge. Finally, it covers those services that financially generate more than enough cash to maintain their market share. Cash Cows’ stability and on-going success is used to take advantage of opportunities generated by Rising Stars and to support the Unknown Child or the Dog. The strategy is to ensure the Cash Cows and maintain that edge. Today’s Cash Cows were yesterday’s Rising Stars. It is important not to diminish their superiority and so the strategies employed here are to protect and maintain their superiority. Cash Cows can become Rising Stars again through shifting trends and the right strategies.

Rising Stars:

These are services that are enjoying rapid growth and success due to present trends. Rising Stars usually require large initial investments to become noticed and effective in the community. Strategic efforts should be made and directed to the protection of initial investments in developing a Rising Star, in giving it a wide exposure to the community and cost-reduction where possible. Ultimately Rising Stars should at a later date become Cash Cows.

Unknown Child:

Unknown Child refers to those services that are neither enjoying growth nor decline, which place enormous demands on either the human, physical or financial resources of the organization. The Unknown Child offers little benefit to the organization. Often in church and para-church organizations, Unknown Childs are ideas originally put forward as potential Rising Stars

55 GROWING FUTURE LEADERS but have lost momentum. In this case, one should be developing strategies that will move the Unknown Child to a Rising Star or remove them from the organization’s services. To help you do this, you need to focus on the market or community segment the Unknown Child should be servicing and review your SWOT Analysis of your organization.

Dogs:

They can be those services that do not function very well at all, those services we wish we did not have or maintain out of necessity or obligation, or those services that have out-lived their usefulness. It refers to those services that drain our resources for little or no return. Again you must focus on the market or community segment the Dog should be servicing and decide whether you have the resources or strength to save the Dog. Otherwise it is better to mercifully put it down.

Let me give you an illustration of what a Dog might be. Once, the Czar of Russia bought his wife a very rare and beautiful flower. It was so rare and beautiful that the queen knew that if the opportunity arose, someone would steal the excellent flower. She ordered that a guard be placed to watch over the flower. If the flower was stolen, the guard would lose his life.

As time went on, as you would expect, the flower withered and died. However, at the demise of the flower the queen did not revoke the command and for more than half a century a guard was placed to guard a non-existing flower!

Many Dogs in our churches were of great value in our forefathers’ time but are of no value today. However, we are still keeping them at the expense of our present opportunities.

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S.W.O.T. Analysis has four parts -

Strengths:

These are those skills, abilities, services and core competencies we are good at, are unique to us and give us a competitive edge. Strengths also include the experience of our staff, our ability to innovate, physical resources such as buildings and so on. These things should also be identified under Cash Cows in the Growth/Share Matrix.

Weaknesses:

These are those skills, abilities and resources we don’t have: our lack of image or profile in the community, low physical and human resources, acceptable operating costs. These things should also be identified under Unknown Child and Dogs in the Growth/Share Matrix.

Opportunities:

Opportunities are created mostly by events, trends or possibilities that promise to expand our growth, give us new avenues to reach new people, or increase the appeal of our present services. These things should also be identified under Rising Stars in the Growth/Share Matrix.

Threats:

These are created by events, trends or competitor’s actions that can reduce our customer/community base and accessibility to future customers or community projects. These things should also be identified under Unknown Child and Dogs in the Growth/Share Matrix.

When thinking about threats and opportunities, I want you to think of a Jewish shopkeeper who found himself sandwiched between two very

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large department stores due to some development. What was happening was that the trade was going into big stores and not going into his store. Then he hit upon an idea! The idea was to rename his store. He not only renamed his store but he had the name placed on a huge sign on top of the store. The name of his store was

THE ENTRANCE

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��

�� Note: Your strategic plan would also include such things as competitors, human resources and physical analysis of your organization. It should be supported by a Human Resource and Marketing plan. This material is covered in more detail in my book titled ‘Strategic Leadership.’ For further information of strategic planning please refer to my book “Strategic Leadership - The New Discipline for 21st Century Leaders.”

2. Creating Dynamic Guiding Coalitions

The second tool of ‘Inspiring a Shared Long-Term Strategic Vision’ (as seen in the 2-T Model of Transformational Change) is coalition building. Plans are either implemented by coalitions comprising individuals and teams or else they gather dust upon a shelf of lost dreams in the back office. Bringing together individuals and teams into a conquering force to implement a vision and plan is called coalition building.

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Coalition building is not the same as networking. Participants involved in networking need the support of the organizations or groups they represent in order to make decisions. Members of a coalition are made-up of groups or organizations that are directly responsible for the decision-making process. Some organizations may consist of as few as two members. Networks provide a format for dialogue and sharing of information, ideas, contacts and some resources. In other words, they are like a clearing house of information. Consequently leadership is very low-key.

However, coalitions have come together Strategic leaders for a very specific purpose and shared are coalition builders vision. There is a high level of leadership. because they know Roles are clearly defined. There is a high that no one individual, level of communication and trust amongst no matter how charismatic members. There is an interdependence and exceptionally capable, upon one another that is demonstrated can lead and manage by each member through commitment of dozens of change-projects resources to the vision. Each member of at once. the coalition also shares in the decision- making process.

Strategic leaders are coalition builders because they know that no one individual, no matter how charismatic and exceptionally capable, can lead and manage dozens of change-projects at once. Nor is it possible in this fast- moving world for any one leader to possess all the information necessary to make effective non-routine decisions.

True long-lasting change is driven by a guiding coalition of credible leaders who have organizational positions of authority to empower people to become part of and take ownership of the strategic change. Guiding coalitions are more informed, can process more information and implement better decisions than can one leader alone.

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2.1 Organizations are Coalitions

January 28th 1986 is a day that NASA and the other members of the coalition involved in launching of the space shuttle Challenger wished had gone differently. The temperature had plummeted overnight to minus four degrees Celsius, causing curtains of ice to form on the shuttlecraft. The previous evening an emergency meeting had been called between NASA and Thiokol Corporation, the contractor who had supplied the rocket motors for the space shuttle Challenger, to discuss the effect the cold would have upon the O-rings that seal joints in the rocket’s motors. Thiokol engineers pleaded with their superiors and with NASA to delay the launch one more day or wait for warmer weather as they feared that the unusually cold temperatures would cause the synthetic O-rings to fail, causing the rocket motors to explode.

One of NASA’s managers said that he was “appalled” at the recommendation and another said, “My God, Thiokol, when do they want me to launch? Next April?” At this response the management of Thiokol went into a huddle and decided against the advice of their engineers and accepted NASA’s recommendation to launch.

At 8:30am January 28th 1986 the crew of seven astronauts - one of whom was Christa McAuliffe, a High School teacher - boarded the space shuttle Challenger. As Christa McAuliffe boarded the craft she was offered an apple by one of NASA’s technicians. With a beaming smile, she told him to save it until she returned.

The Challenger lifted off at 11:38am and almost immediately the O-rings failed. There was a massive explosion in the booster rockets and millions watched their televisions in horror as the space shuttle Challenger and its crew were destroyed in a ball of flames.

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The tragedy of the Challenger is not unlike many projects in our church life. We come together under the inspiration of a leader and with a great flurry of activity set-out to build a spacecraft that will launch the church into the deep space of the community with the purpose of fulfilling the great commission of saving the lost. Then, just as the project is about to lift off, it explodes before our eyes. While there is no comparison in the depth of loss experienced by those involved in the Challenger tragedy and church mishaps, there is still loss that can be prevented if we understand the value of building coalitions.

Why did this happen? The key leaders and decision-makers of the Challenger project were the best you could get. They were highly-trained and experienced in their fields. If you had tried to get better people, you wouldn’t have been able. In the church we have gathered together the best expertise available, the people are committed to success and we have with us the person and power of the Holy Spirit. It doesn’t get any better. So why do such things happen in the church and why do such things as the Challenger tragedy occur?

They happen because we do not take into consideration five things regarding organizations and coalitions identified by Bolman & Deal.14 I have adapted these characteristics as set out below:

2.1.1 Organizations are Complex Coalitions

Organizations are coalitions made-up of very complex, varied individuals and interest groups working collaboratively because they need each other to achieve common goals as well as group and individual interests.

The Challenger’s Space Shuttle program was a very complex coalition. It included NASA, private contractors, Congress, the White House, the military, the media, the crew of Challenger and the American and world

14 Bolman, L. and Deal, T. 1991 Reframing Organisations: Artistry, Choice, and Leadership Jossey-Bass Publishers, pp.183-203 62 C H A P T E R 4: THE ENDING ZONE public. What was interesting about this particular coalition was that in many ways it was held together by one minor player, the school teacher Christa McAuliffe. Christa brought absolutely no expertise to the program. The crew had long since graduated from High School. So then why was she along for the ride? Well, the American public - in fact the whole world! - had grown bored with the space program to the point that Congress and the private sector had become reluctant to financially support NASA’s ambitious program. In fact, the space program had fallen so far behind it was only launching half its predicted flights.

Christa McAuliffe sparked renewed interest in the space program. She made every individual’s dream of space travel leap out of the science fiction comic book and become reality. She made the impossible dream possible. Her presence would bring in the entrepreneurs, the marketeers, who would be willing to invest private funds into the prospect of making space travel a reality. Though Christa McAuliffe had a minor part to play as a coalition member, she still had political power.

2.1.2 Enduring Differences

Coalitions by their very nature have enduring differences. These differences revolve around individual and group values, beliefs, information and perceptions of reality. The individual and group’s perception of reality and values is seen in the conflict between NASA, Thiokol management and Thiokol engineers. The reality for all of us is the picture we have in our mind of the situation. Reality for NASA was the pressure of future approvals and funding by Congress and any delay would only hinder their situation. Reality for Thiokol managers was that they could lose the NASA contract and other contracts. Reality for Thiokol engineers was the durability of the O-rings under climatic changes. These enduring differences clashed.

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2.1.3 Allocation of Resources and Skills

Important decisions are based on the demand of resources and skills each individual and group in the coalition controls. Christa McAuliffe, though she had no expertise, had an input in the decision made by the NASA space crew because she had a resource needed by NASA: herself.

2.1.4 Power is an Important Resource

Coalition builders know that power is an important resource. Within any coalition there are eight significant forms of power: position, information and expertise, control of rewards, coercive power, alliances and networks, access to and control of agendas, control of meanings and symbols and finally, personal power.

The people who hold any one or more of these forms of power are called the ‘gatekeepers of power.’

Coalition builders are aware of three things regarding power:

• The first is that the higher an individual or group is in the coalition, the greater their power. • Secondly, political constraints and pressure placed upon a group by other groups or individuals will have an effect upon a group’s power of decision-making within the coalition. • Thirdly, power conferred by a position is not enough to get the job done as one needs the power that comes through alliances and networks.

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Unfortunately Thiokol engineers, though experts in their field, had not established a network of alliances and were not high enough in the organizational structure to wield enough power to abort until another day the mission of Challenger.

2.1.5 Setting-up of a Multiplicity of Organizational Goals and Objectives

We assume that an organization’s goals and objectives are clear-cut and determined by the organization’s leaders and managers. In other words, leaders make decisions and subordinates must accept them. This is not what happens in reality, particularly amongst church and non-profit organizations. Goals in an organization are arrived at as different individuals and groups bargain and negotiate with other members of the coalition to have an influence in the decision-making process. The result can be a multitude of goals that often conflict with one another. As seen in the Challenger space expedition, the goals of NASA were different from Thiokol management and vastly different from Thiokol engineers.

2.2 The Art of Building a Successful Coalition

It is very easy for us, after hearing of the complexities of building a coalition, to throw up our hands in horror and say, “Let’s forget it!” and go it alone.

There is a dramatic story in ancient Greek history of a strategic leader, Agamemnon, a Greek king who attacked the city of Troy. King Agamemnon had under his command the brilliant young officer Achilles. In one of the daring raids by Agamemnon and Achilles upon the city of Troy, two beautiful young women named Chryseis and Brises were taken capture. Chryseis was awarded to Agamemnon as a prize of war and Brises to Achilles as his prize of war.

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However, the siege for the small Turkish city of Troy took much longer than the Greeks anticipated. The Greek army found itself encamped outside this city for a number of years and the situation became intolerable. The men wanted to go home, the supply lines were diminishing and the cost of the siege was mounting. At the moment of crisis, King Agamemnon abandoned the principles of a good professional and the personal attributes of a good coalition leader. Instead of keeping his commitment to Achilles and demonstrating his support of his coalition partner by motivating Achilles to use his energy to solve the problem of taking Troy, he set out to prove that he was a greater man than Achilles by taking from Achilles his prize of war.

In the story, King Agamemnon said, “I Coalition building is about myself am going to your shelter, that you bringing together different may learn well how much greater I am parties… in order to bring than you.”

about intended real In taking Achilles’ war prize, Agamemnon transformational change. robbed Achilles of his most important symbol of power. Achilles then did what any coalition member would do. He refused to fight. He moved his battalions out. He even considered joining forces with the Trojans against King Agamemnon. Injuring Achilles’ pride had catastrophic consequences for the Greeks as they lost the following battle and almost lost the war.

King Agamemnon in a moment of crisis failed to understand the importance of building and maintaining a guiding coalition. He lost sight of the responsibilities of a strategic leader: the inspiring, building and maintaining of a coalition towards the attainment of an organization’s vision and objectives.

Coalition building is about bringing together different parties from different backgrounds, with different interests and expertise, to form a short or long-

66 C H A P T E R 4: THE ENDING ZONE term relationship in order to bring about intended real transformational change.

Members of a coalition are bound together by many things:

• Commitment to Common Goals

Strategic leaders build coalitions by formulating common goals that are the outcomes of a strategic vision, strategic intent and long-term plans. Coalitions are built on the general premise that, “United, we stand… divided, we fall.”

The strategic vision and common goals lift participating members of the coalition out of their separate preoccupations and limited thinking. They do this by identifying issues for which unified action through a coalition would be far more fruitful than one individual or group action and by allowing the members to collectively move forward to achieve a successful change. For a coalition to be successful, each coalition member must have a clear understanding of the coalition’s goals as well as an understanding of the process by which those goals will be reached and how they relate to the long-term strategic plan.

The coalition between King Agamemnon and Achilles was bound to fail from the beginning as King Agamemnon had a preoccupation with making himself look better than Achilles. When the pressure was on he said to Achilles, “I myself am going to your shelter, that you may learn well how much greater I am than you.” People’s hidden agenda’s will always become apparent under pressure.

• Mutual Trust and Respect

The second thing that binds coalition members together is trust. Therefore, the second major task of a strategic leader in building a coalition is to

67 GROWING FUTURE LEADERS establish trust among participating members of the coalition. Trust cannot be formed if one party is distrustful of another’s motives or the other party is not forthright about their real interests, needs or goals. It is very important that each member of the coalition has an understanding and a respect for each member’s self-interest. The different interests amongst groups and individuals are often apparent in the decision-making process and the chain of command.

King Agamemnon broke the bond of mutual trust and respect between himself and Achilles once he took away Achilles’ symbol of power - his prize of war. There was no way that Achilles would ever again trust Agamemnon. People may forgive you as a leader but that does not mean that they will ever again fully trust you. Broken trust is one of the hardest things to rebuild.

• Expertise/Resources

It is important that coalition members possess good knowledge in their area of expertise. Such expertise will give the coalition leverage and clout that will allow for the future growth of your organization. Each member of the coalition must recognize the resources they and others bring into the coalition, as well as recognize the responsibility they and others have of using those skills and resources for the common good of the organization. It is obvious that King Agamemnon failed to recognize either Achilles’ expertise in military affairs or the resources he brought to the battle.

• Broad-based Constituency of Membership

This will allow for creativity and innovation. The coalition between King Agamemnon and Achilles did not have a broad enough base and resulted in a contest between two equals - a contest that stifled creativity and innovation.

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• Distribute Credit Fairly

Though each member of a coalition will contribute differently to the achievement of the organization’s goals, it is important that you as a leader publicly acknowledge everyone’s efforts. King Agamemnon undermined the coalition by failing to give Achilles full recognition for his input.

• Credibility

The reputation of individual members of the coalition will go a long way in determining the success of the coalition. Because of his actions at Troy, King Agamemnon’s credibility as a leader was destroyed for all time.

• Members Continue to Contribute Resources

This happens as we choose key players who will hold positions of power in our organization or other organizations. These positions give them access to resources and information to create the much-needed change. In other words, we are looking for members who have the right contacts and networks to get the job done. King Agamemnon did not value the resources that Achilles brought with him to the coalition. He thought that he did not need them.

• Proven Leaders

It is important that members of the coalition be proven leaders of change and have a previous history of good working-relationships with other leaders. Both King Agamemnon and Achilles were proven leaders. However, King Agamemnon did not have the ability to work with other leaders. If you wish to do something lasting, you need to develop the ability to work with other proven leaders.

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• Shared Responsibility/Ownership

Coalitions are not about promoting an individual’s ego. Rather they are about creating successful partnerships that enhance the capacity of all members. Coalitions will only last if we are willing to share responsibility and ownership with other members of the coalition. When King Agamemnon took away Achilles’ prize of war, his symbol of power, King Agamemnon demonstrated that he was not willing to share either responsibility or ownership with Achilles. Such action may result in coalition partners turning against us and working against our vision.

• Good Operating Structure

This simply means that there is in place an infrastructure that provides for easy access to information and the implementation of the decisions of the coalition. Be sure to define the territory and responsibilities of each coalition member.

• Adequate Time to Address Issues

Thinking takes time. A well-thought-out decision can make the difference between success and failure. The motto of IBM is ‘THINK.’ T.J. Watson, the founder of IBM, implored his managers to slow down: think first and then - and only then - act.

King Agamemnon failed the first test of a strategic leader. He did not THINK. He never considered the consequences his egotistical action of taking Achilles’ prize of war would have on his army.

• Shared Values

Agreement and harmony is much more easily achieved in groups when individuals share the same values, beliefs and culture.

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• Maintaining the Coalition

Coalitions have a life cycle. The duration of that life cycle should be determined by the length of the project. Unfortunately, many coalitions collapse before the project has been completed. Success is the best way to keep people involved in a coalition: “Everybody loves a winner.” This is achieved firstly by having in place a long-term strategic plan and secondly by celebrating the achievements of the coalition, no matter how small. Often, acknowledgment of small victories is what keeps people motivated.

2.3 Networking and Coalition Building

The key difference between successful and unsuccessful leaders is the attention they give to building and cultivating a network of friends and coalition partners. Successful leaders know that getting things done in any organization involves working with a network of individuals and groups and that it is a lot easier if they are your friends and partners. The worst thing you can do is to gather around you the wrong people. It is obvious that the engineers of Thiokol had not established a network of friendship or alliances with their superiors or the officials of NASA. Their warnings went unheeded.

When building networks and coalitions, the first thing you need to do is to figure out whose help you need. The second is to develop relationships with those people. You cannot choose the right coalition partners and build relationships with them by isolating yourself or locking yourself in your office. You must get out and talk to people. Watch them in action. See how they respond under stress to others and yourself. Ask their colleagues questions about their performance. Where possible, work closely with them as it is often the best way to assess skills and commitment.

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Shakespeare in many of his plays tells of the union of good and bad friends with a leader. For example, in his play “Richard II”, Henry IV says of Richard II that he has “mingled his royalty with capering fools.” (Capering is the dancing of mischievous fools.) Also, in his play “Julius Caesar”, Shakespeare is able to show how the powerful coalition between Anthony and Octavius overcame the coalition of Brutus and Cassius.

Coalitions and networks need to be carefully built and nurtured as they provide resources to get the work done. They provide a forum for sharing information and problem-solving. They also build relationships that access other opportunities for organizational growth.

Charles Seashore has identiﬁed seven types of coalition or network members:

• Role Models - People who present behavior and define goals to which one might aspire; • Common Interests - People who share the same vision or concerns; • Close Friends - People who help provide nurturing and caring, who enjoy some of the same interests and who keep one from becoming isolated and alienated; • Helpers - People who can be depended upon to provide assistance; • Respecters of Competence - Individuals who respect the skills one has already developed and who value the contribution that one makes in a given situation; • Referral Agents - People who can provide access to resources; • Challengers - People who provide motivation to explore new ways of doing things, develop new skills and work towards the development of latent capabilities.15

A good example of networking and coalition building in the modern day church is ‘Bible Agencies Australia.’ This coalition is presently made-up of seven members: The Bible League, Bible Society Australia, Language

15 Gottlieb, Marvin 1999 Getting Things Done In Today’s Organisations Quorum Books, pp.74-75 72 C H A P T E R 4: THE ENDING ZONE

Recording Inc., The Pocket Testament League, Scripture Gift Mission, Scripture Union and Wycliffe Bible Translators.

What is interesting is how the coalition came about. This coalition is the product of a sense of urgency and a long-term strategic plan implemented by the international leaders of Wycliffe Bible Translators. At the end of the Twentieth Century, Wycliffe Bible Translators were starting one full translation of the Bible every two weeks. This was quite an achievement. Yet at this rate it would take Wycliffe Bible Translators 150 years to complete the task and this was simply not good enough. Their leaders challenged their present organizational culture and set a new vision called “2025.” The vision is to start the task of translating the Scriptures into every language by 2025. This meant that they would have to speed-up the translation process by six times. It also meant that all the ministries associated with the printing and distribution of the Scriptures would have to increase their efforts directly or indirectly up to six times. The vision “2025” is supported by long-term strategies, one of which is the building of coalitions with other Bible agencies as the task is too great for Wycliffe Bible Translators alone.

Each of the Bible agencies recognized that globally there is today a greater hunger for God’s Word than at any time in history. However, at the opening of the Twenty-First Century, over two hundred and fifty million people across the world have no access to Scripture in any form. Still billions more who have the Bible translated in their own language are, through poverty, illiteracy, restrictions and persecution, denied access to God’s Word. The absence of the Scriptures threatens church growth, cripples spiritual maturity and breeds heresy.

None of these Bible agencies had sufficient personnel or resources to meet this huge challenge. Each of these Bible agencies with their unique ministry

73 GROWING FUTURE LEADERS came together in partnership, having a common goal to network and build the coalition known as Bible Agencies Australia.

The Purpose of Bible Agencies Australia is to • co-operate to serve the Church; • enable people to understand the Bible, to change lives; • translate, produce in print and non-print media (and distribute) the Word of God in the people’s heart language.

The Strategy of Bible Agencies Australia is to • encourage the vision of Australian churches for the translation, distribution and use of the Word of God; • train and resource Christians in translation, literacy, distribution and recording; • address the huge need for the Word of God in non-print Media; • make Scriptures more readily accessible to minority groups.

In every way possible, this coalition of Bible agencies has adopted all of Charles Seashore’s seven types of support network members. They came together because of ‘Common Interests, Close Friendships and Respect of Competence’ (respect for each other’s unique ministry.) Now, the coalition provides them with more ‘Role Models’ to help define their goals and aspire to, ‘Referral Agents’ who can provide them with greater access to resources, ‘Helpers’ they can depend upon and ‘Challengers’ to motivate them.

By working together, they have avoided overlapping efforts and unhelpful competition. The pooling of their resources under a common purpose and strategy has strengthened their impact in the distribution of the Scriptures.

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2.4 Coalitions Break Group/think

Coalition has a better opportunity to break Group/think and release innovation amongst isolated individuals and groups because coalition breeds a culture of cross-functional interaction and collaboration between different groups within an organization.

Group/think usually takes place with a highly-cohesive group that has in the past made highly-successful decisions. This confidence in the past successes of the group will cause the group to not tolerate any dissent, even from knowledgeable experts within its midst, for the sake of group consensus and cohesion.

Such groups are often dominated by strong personality types who surround themselves with close associates who are loyal and uncritical. They often make decisions without gathering adequate information, resulting in one of two extremes. The first, and most common in non-profit organizations, is to maintain the status quo: “This is the way we have done it and we are not changing.” The second is the opposite: based on past successes and simply to glorify themselves, the leadership will push the group to take unnecessary, unrealistic risks and plan ambitious, grandiose projects.

Coalition building breaks down these two extremes of Group/think and builds a synergy that fuels innovation. Most great innovations come through what is called collective synergy. What is interesting is that most Nobel Prizes have been won by teams.

2.5 Professional and Personal Attributes of a Good Coalition Leader

One of the biggest stumbling blocks to building effective coalition is lack of appropriate professional and personal attributes of the leader. To harness the internal dynamics and to accomplish the shared mission of the coalition

75 GROWING FUTURE LEADERS partners, it is imperative that the coalition leader seek to develop in their day-to-day operation the following professional and personal attributes of a good coalition leader:

• Be a Visionary

Leadership is critical for the vision to survive. Therefore leaders must be able to maintain team cohesion through inspiration and articulation of commitment to the vision, by embodying the sense of mission that drives a project.

• Credible, Dedicated, Proven Leaders

A leader of a coalition must have a proven track record before people will support the idea of a coalition.

• Trustworthy

As a leader, you must place the highest priority on being trustworthy and developing trust from those you lead.

• Trained or Educated Professional

The leader must be recognized as a trained expert. This will give the coalition leverage and clout needed to achieve its goals.

• To Have Good Strategic and Managerial Skills

This means understanding that coalition members determine success by the leader sustaining a forward movement towards, and reaching the goals of, the coalition.

• Foster Fairness and Equality

Distribute resources and assign tasks without bias or any perception of inequality.

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• Well-connected to External Power Structure

The more resources coalition members have access to, the more they are willing to stay committed to the vision.

• Representative of all Coalition Members

A coalition leader must be approachable. They must listen and encourage coalition members to speak their minds and consider their suggested alternatives. Coalition leaders must privately and publicly commend coalition members for outstanding performances.

• Developing Stakeholders

By using the vision as a foundation, the leader is able to develop a sense of pride and cohesion in the coalition. They must develop and emphasize the rewards, responsibilities and common risks of such a coalition.

• Opportunistic

Coalition leaders go beyond achieving specific goals. They do this by making creative and strategic changes in the coalition’s structure, membership and function, taking advantage of new opportunities as they arise. A coalition leader needs to be willing to take risks as well as encourage coalition members to take initiative.

• Persistence and Commitment

These are very important attributes because they allow the coalition to survive and withstand external and internal changes.

• Building Relationships

Strategic leaders recognize the critical need for coalition to build relationships. Good interpersonal dynamics make an important contribution

77 GROWING FUTURE LEADERS to the success of any project. American Army officers when working in a military coalition are told, “Place the highest priority on developing trust. Invest the time and effort in those personal relationships that are essential to success. Do not promise what may not be delivered, and always deliver what is promised.” 16

• Be Patient

Leading a coalition means the leader must be tolerant and remain calm amidst irritations and chaos. The leader must also be able to make the right decisions at the right time without succumbing to pressure caused by the emotions and interests of individuals and groups within the coalition. A coalition leader will be highly valued, sought after and supported as they seek to implement the professional and personal attributes of a good coalition leader as discussed above.

2.6. King David the Coalition Builder

One only has to look at the transformation of Israel from a group of divided tribes to a united kingdom under King David, as recorded in 1st and 2nd Samuel. We see that organizations are coalitions made-up of very complex interest groups and varied individuals. They work collaboratively because they need each other to achieve common goals as well as group and individual interests.

From the time David was the young King-elect until his death, he knew that the importance of successful leadership depended upon building and cultivating a network of friends and coalitions. Right from the beginning, he maintained Samuel as a ‘role model’ coalition partner, as one who presented to him the behavior expected of a Godly leader and who helped him to define his goal. David entered in coalition partnership with Jonathan

16 Forster, Larry M. 2000 Coalitions Leadership Imperatives, Military Review, vol. 80, iss. 6, p. 55-60 78 C H A P T E R 4: THE ENDING ZONE

(1st Samuel Chapters 18 to 20) as a ‘close friend’ who cared for his soul and as a ‘helper’ upon whom he could depend to provide assistance. David formed a coalition with those who had fled to Adullam’s Cave. (1st Samuel Chapter 22) They had the same ‘common interests’ and shared the same vision that David had for a strong, united Israel. The refugees of Adullam’s Cave later became David’s Generals who were also ‘challengers’ and provided David with the motivation to explore new ways of doing things. As a coalition builder, David genuinely lamented over the deaths of Saul and Jonathan. (2nd Samuel Chapter 1 Verses 17 to 27) This helped heal the enduring difference between the tribes of Israel and in many ways paved the way for his coronation as king over all of Israel. (2nd Samuel Chapter 5)

Throughout his life, David set out to develop the professional and personal attributes of a good coalition leader. Trustworthiness and the fostering of a sense of fairness and equality were amongst David’s highest priorities, as can be seen with his restoration of Mephibosheth. (2nd Samuel Chapter 9)

Successful leaders know how to lead an organization and to get the job done. Coalitions and networks need to be carefully built and nurtured. They provide necessary resources and they provide a forum for sharing information and problem-solving. They build relationships that open access to other opportunities for organizational growth.

3. Achieve Small Wins

Great achievements happen by ‘killing one rat at a time.’ We will now look at the strategy of achieving small wins in order to lead people through the first phase of transition - the ‘Ending Zone.’

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3.1 Start with the Do-able

Often the initial enormity of the task overwhelms us as we commence the process of leading change. We become fearful when confronted by the need to solve big problems. We wonder, “How on earth are we going to get it done? Where do we start?” The answer is we start with the ‘do-able.’ One of the mistakes we make as leaders is that we think we have to do everything at once, which is impossible. Strategic leaders deliberately cultivate a strategy of achieving small wins by breaking problems down into small do-able tasks. They begin by identifying something that people feel they can successfully accomplish with their existing skills and resources.

The benefit of breaking changes down into small do-able tasks is captured in a story I read in Kouzes’ & Posner’s book, “The Leadership Challenge.” 17 It is about a school superintendent in the United States who was the tenth superintendent in eight years in the school. Fifty percent of the schools in the district were closed down and those still open were rat-infested. Buckets were kept in classrooms to catch rain leaking through decrepit rooves. The stench from the toilets was overwhelming. Ninety-eight percent of the children were performing below their academic level. There was a ten-year lawsuit hanging over the school district and the district received the lowest level of state funding.

What did the new school superintendent do in the face of this hopeless situation? She started to do things that were within her control, that were tangible and do-able and that would get the ball rolling.

She recruited volunteers from an engineering company to repair the wiring and fix the telephone systems. She enlisted volunteers to paint the classrooms, shoot the rats with pellet guns and she implored local hardware stores to donate supplies. As the signs of the superintendent’s small wins became visible, more and more people joined the team of volunteers.

17 Kouzes, James M. and Posner, Barry Z. 2003 The Leadership Challenge 3rd Edition, Jossey-Bass Publisher 80 C H A P T E R 4: THE ENDING ZONE

Parents and school teachers alike joined in until the superintendent had an army of 350 volunteers. People brought in trees and furniture. Others asked the names of the colours used in the schools so they could paint their houses the same colour in support of the schools. The superintendent recognized that the way to accomplish an impossible task was to break it down into small do-able tasks.

3.2 Allow for Immediate Success

Doing the do-able allows for immediate success. The superintendent said this concerning the task, “Winning at the beginning was so important.” This is true not only at the beginning but also all the way through the project. Once, as Dean of a Bible College, I was facing what seemed to me a huge problem of raising finances for a building project. A friend of mine gave me this advice: “Tony,” he said “People don’t support worthy cause, they support successful causes.” That small word of advice has proven itself over and over again in many situations in my life. I have learned that success uplifts people’s spirits and then... they want to join in.

A message of success was sent by each little victory of the superintendent’s volunteers over leaky rooves, rats and paint peeling off the building. People wanted to join in. Success is like a magnet that pulls people to the project and increases their commitment to the project. Why? It draws people in because small wins help build confidence and reinforce a natural desire to feel successful. What is interesting is that each small win locks into place another building block of transformational change, making it increasingly difficult to return to the pre-existing condition of the organization.

3.3 Sustain Commitment

Small wins sustain our commitment to the project. The superintendent understood that life is full of interruptions and those interruptions break

81 GROWING FUTURE LEADERS our commitment to the task. How many times have you tried to count a hundred or a thousand objects one at a time and lost count because you have been interrupted? After awhile, your commitment to the task starts to wane and you may even give-up and walk away in disgust, feeling you cannot complete the task. Yet how much easier it is if you count the objects in groups of ten! If you are interrupted, you have still accomplished something.

All the time that people can see a concrete, consistent pattern of winning in the midst of the interruptions of life, they will stay committed to the task, no matter how daunting. Kouzes and Posner state: “What’s exciting about this process is that once a small win has been accomplished, natural forces are set in motion that favour stepping out toward another small win.” 18

God is delighted in seeing us moving out, doing the do-able. This is seen in His encouraging words to Zechariah. God saw the plumb line in the hand of Zechariah as he began what seemed to be an overwhelming task of rebuilding the temple. God spoke these words to Zechariah in Chapter 4 Verse 10: “For who has despised the day of small things?” These words of encouragement are not only spoken over Zechariah’s life, they are spoken over all our lives.

If we set about doing the do-able in God, killing one rat at a time, we will generate a process of successful small wins that will enable us and others to accomplish great achievements in life.

Conclusion

The journey of the transition of change begins with an ending and a loss of something. This experience will leave people feeling very vulnerable. People will not begin to move through the transition of change unless they feel that their loss will be compensated by something better. Therefore it is required of us as leaders to not only challenge the present organizational culture

18 Kouzes, James M. and Posner, Barry Z. 2003 The Leadership Challenge 3rd Edition, Jossey-Bass Publisher, p. 248 82 C H A P T E R 4: THE ENDING ZONE through strategic thinking and setting a vision but we are also called upon to meet the goal of inspiring a shared long-term strategic vision, providing a plan that will draw people into a coalition to accomplish great things. Only when this happens will people begin to move into the second zone of the transition of change - ‘The Moulding Zone.’

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84 5

THE MOULDING ZONE

Once we say goodbye to the old ways, we step into what is called the Moulding Zone (as seen in the 2-T Model of Transformational Change.) It’s called the Moulding Zone because simply letting go of our old ways does not automatically mean that we are able to start new ways of doing things. The Moulding Zone is even more difficult and frightening than the Ending Zone because everything is in limbo or moulding. It has been called “the nowhere between two somewheres.” It’s the lull, the fog and the void, the dead space. It is very uncomfortable, new and often very scary (full of big scary girls.)

Using the analogy of a baseball game, it’s like a runner stuck on second base. The picture is this: the bases are loaded and the batter comes up to bat. Everyone is cheering for them to hit the ball and for the runner who is on third base to run home when the ball is hit. The problem is that when you are out there on second base, you are just out there forgotten by everyone. No-one even knows you exist. Their attention is on the batter at the plate and the runner on third base. There is a fear that takes hold of us that we could be forever caught in transition. We wish we could backpedal to first base or rush ahead to third base where everyone is cheering us on.

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Many, if not all, of us try to rush ahead to sneak a base but we are sent back by the umpire of the transition of change to wait until the ball has been effectively hit by the batter.

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In our private lives, the Moulding Zone is a time of re-establishing the rules of life, determining our priorities and values. In an organization, it’s the time for sorting out policy, the questions of power and decision-making. It’s a place where the old ways of thinking and doing things die. What we don’t seem to realize is that for successful transition to happen, people and orgnizations must spend time in the Moulding Zone.

We often have the wrong idea about this zone. We tend to see it as a place of death to the past or as wasted time. In our personal lives, it can and should be a place of tremendous growth that equips us for the future. For an organization, it is a place where it is moulded into becoming a dynamic proactive organization ready to meet the challenges of the future. Why?

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This is because this moulding zone is the place of our greatest creativity, innovation and entrepreneurship.

An excellent Biblical example of the Moulding Zone is the forty years when Israel, under the leadership of Moses, wandered in the wilderness. Remember the story about the lack of faith of the ten spies whom Moses sent into the Promised Land? The common theme of sermons on this event is: “If only they had the faith of Joshua and Caleb, they could have taken the Promised Land.” The inference is that if the church does not take-up the …the Moulding Zone is opportunity immediately, it aligns itself the time to foster a spirit with the ten spies. This message is often of entrepreneurship, preached when the church is about to innovation and creativity. launch itself into some sort of change. The truth of the matter is that when Israel first arrived at the Promised Land, they were in no fit condition to take it. They were just a bunch of bricklayers on holidays. The Israelites needed forty years of transition to prepare them for what God had in mind. That transition period allowed Israel under the leadership of Moses to develop a religious system and a governmental system of laws, to build-up its military strength and to become a unified nation. The transition period brought Israel under the leadership of Joshua to a better position of strength from which to take Canaan than it was forty years previously under the leadership of Moses. The life of Joseph is the same. It was necessary for him to pass as a slave and administrator in Potiphar’s house through the Moulding Zone of transition. His time in prison prepared him culturally and provided him with the skills to be Prime Minister of Egypt. Being in the Moulding Zone does not mean you spend forty years of your life in the wilderness or a good portion of it languishing in prison! On average, it usually lasts about six to twelve months. Occasionally it may take longer.

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As stated before, the Moulding Zone is the time to foster a spirit of entrepreneurship, innovation and creativity. It is in the Moulding Zone that we go through both painful and exciting experiences of changing old habits and replacing them with new activities. It is interesting to note that migrants and refugees pass through transition and go on to be successful in a new country because they use the Moulding Zone of transition to replace old habits with new activities.

According to Joseph Mancusi, President of the Centre for Organizational Excellence, to survive the Moulding Zone we are to “become whales.” At a conference in 1998 he told the delegates, “Be a whale, not a seal. Whales change their habits during times of adversity and go where the fish go. Seals, however, simply wait on the rocks for the fish to come to them.” 19 Being a whale is a sign of being an entrepreneur, a creative thinker and an innovator.

Dai Williams, an Occupational Psychologist, states: “Employees in the recovery phase of transition (work or personal) are likely to be at their most creative and constructive, with more accurate perceptions of the current reality than stable staff who are still living by older values.” 20 This attitude turns a dying and irrelevant organization into a dynamic and relevant organization.

There is an old French saying: “The more things change, the more they stay the same.” In other words, “There can be any number of changes, but unless there are transitions, nothing will be different when the dust clears.” 21

Many organizations and people, though they survive change, fail transition because they do not take advantage of the growth that is offered to them in the Moulding Zone. You remember what happens when you fail the

19 Peterson, Ann 1999 The Evolution of the CEO, Union Magazine, p.2 20 Williams, Dai 1999 Transitions: Managing Person and Organizational Change, The Eos Life Work Resource Centre, p.4 21 Bridgess, William 1993 Managing Transitions - Making the Most of Change, Addison-Wesley Publishing, p.4 88 C H A P T E R 5: THE MOULDING ZONE transition? You get to spend another year with a Big Scary Girl, which represents one of your worst nightmares. However, should you take advantage of this Moulding Zone, your imagination is stimulated with new ideas and activities as the transitions of life become the teachers of life that draw a world of new adventures (with coloured chalk!) upon the chalkboard of life.

Since the Moulding Zone is a time of great uncertainty, it is very important that the leader integrate the transformational and transactional leadership styles. This is done by implementing the next two leadership practices as seen in the 2-T Model of Transformational Change: ‘Fostering an Entrepreneurial Spirit’ in the follower and ‘Maintaining the Strategic Focus’ of an organization.

A. Fostering an Entrepreneurial Spirit

Let’s begin by looking at the Entrepreneurial Spirit and how to foster it and maintain it in an organization.

1. What is an Entrepreneurial Spirit?

The spirit of entrepreneurship in any organization is the driving force behind implementing new innovations and ventures. As entrepreneurs are the catalyst for economic growth in a nation, so they are also the catalyst for the growth of any organization. Entrepreneurs are able to start with nothing more than an idea and assemble the resources necessary to transform that idea into a viable venture.

Change brings about entrepreneurial activity. There is a new wave of entrepreneurial activity in the world today and there is no indication that it will decrease. Why? This is highly probable because there is no indication that change will decrease.

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Entrepreneurial activity is demonstrated in an organization and individuals by the following characteristics: • Having a desire to take responsibility for the outcome of their venture • Calculated risk-taking. In other words, they are moderate risk- takers • A reality-based optimistic attitude to their chance of success • Having a high level of energy and commitment to a venture • Being future-orientated • Being skilled organizers, able to combine people and jobs that will move a vision to a reality • Having a high tolerance for ambiguous, ever-changing situations, allowing for flexibility to adapt to the changing demands around them.

It is very important to foster a spirit of entrepreneurship when you are leading an organization through the turmoil of the Moulding Zone of change as it will breathe life and energy into the organization. It handles the ambiguity of change. It also brings about a maturity within followers to begin to take responsibility for their own destiny and the destiny of the organization they are leading. Crush this spirit of entrepreneurship and you crush change and growth. Foster this spirit and you foster change and growth.

2. Identifying the Issues of Tension

We foster an Entrepreneurial Spirit when we understand the issues of the heart. This is one of the most challenging tasks of leadership: to bring encouragement and understanding to the heart-felt issues of tension of individuals within an organization going through transformational change. It is important to point out that issues of tension are not criticism of the

90 C H A P T E R 5: THE MOULDING ZONE change. They highlight genuine concerns regarding the outcome of change. However, if issues of tension are not dealt with, the people who have raised the issues will become very critical of any change.

By its nature, a vision for transformational change provokes uncertainty amongst people. They are now required to live in a new space that is largely undefined, without clear guidelines for success.

Organizations and individuals passing through the Moulding Zone struggle with Organizations and the process of change. They often feel individuals… struggle with disheartened, bogged down, dissatisfied the process of change… and very vulnerable. A typical first reaction feeling disheartened, to this uncertainty is to resist the change bogged down, dissatisﬁed by raising obstacles in the form of issues of and very vulnerable. tension. These issues of tension deal with the core values and heart-felt concerns of the individual. I remember as a young man in the early 1970’s sitting in a church board-meeting when the church growth movement had just begun in Australia. The Senior Pastor was encouraging all of us about the importance of church growth as a tool of evangelism. All of a sudden the church treasurer, an elderly man in his sixties, interrupted and stated that he did not want the church to grow. A shocked silence fell over the meeting. After what appeared to be a very long silence, the Senior Pastor asked him why he did not want the church to grow. The elderly man replied that it was because he might lose his position as treasurer in the church and what would become of him? The treasurer’s issue of tension was: what would become of him because of the change? It was a genuine concern. I often think back on that night and realize that he was the only one brave enough to ask the question. I learned later that many others were thinking the same. There are many people thinking the same in the organization you are leading through change.

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According to Paul Nutt and Robert Backoff,22 the broader the vision for transformational change the more likely the leader is to discover the tensions or core difficulties that have been holding the organization back.

No two organizations, no matter how similar, will have the same set of issues of tension. However, issues of tension are often caused by conflicting concerns of key stakeholders over such things as: whose best interests will be served by the change, who gets what during the change, meeting demands during change, when fairness clashes with transition and reconciling cost- cutting with human commitment.

The leader needs to uncover these hidden concerns. This is often best accomplished by a team. The leader then needs to construct an ‘issues of tension agenda’ that lists the issues of tension. This list needs to be examined to find the most significant concerns that are pulling the organization in the opposite direction of the transformational change.

An experienced transformational leader will not wait for issues of tension to arise. They are constantly looking for and anticipating their arrival and will move quickly with an encouraging heart to deal with the heart-felt concerns of various stakeholders of the vision. Identifying the core issues of tension in an organization is an important process in realizing your transformational vision.

A good example of addressing the issues of tension in an organization is Henry V at the battle of Agincourt in the fourteenth century. At Agincourt, Henry’s exhausted, sick and starving English army was faced by a confident French foe outnumbering them four or five to one. The English numbered 5000 archers equipped with long-bows and 900 men- at-arms. The French army numbered between 20,000 and 30,000 men. The situation did not look good, as the likely result was that the British army would be defeated and they would all die.

22 Nutt, Paul & Backoff, Robert 1997 Facilitating Transformational Change, The Journal of Applied Behavioral, vol. 33, no. 4 92 C H A P T E R 5: THE MOULDING ZONE

Henry needed to raise the morale of his troops. He dressed himself as a common soldier and moved through his troops, talking to them about the coming battle and the king. In the course of the evening he met three common soldiers, Williams, Bates and Court who did not recognize Henry as king and so talked to him as to another common soldier. The result of his discussions was that he learned three things. Firstly, the troops didn’t believe they had a chance of winning. Secondly, that his soldiers thought the king was a coward. Thirdly, they believed that the king did not care that many of them would have their arms and legs chopped off, that many would die calling for a surgeon, others for their wives and others cursing, thus not preparing themselves to meet God. Henry V, dressed as a common soldier, upon hearing these revelations chose not to reveal himself. Instead he argued through the night with these three men that this was not so. Of course, there is the unspoken fourth issue of tension that was revealed through the discussion with the king and the three soldiers and that was the great distance they perceived between themselves and the king.

In the morning, Henry V stood as king before his troops and right in front of him were Williams, Bates and Court. Henry, instead of reprimanding these men, delivered what is recorded as one the greatest speeches in history. He stated that he did not wish to die in the company of men who did not want to die with him and any such men could remove themselves now from the battle. Henry addressed the issues of tension: his own bravery and his care for his troops. He continued by saying that if they stayed and fought, they stayed as truly free men because they had chosen to stay and therefore would share the honor of true soldiers and their valor would be spoken of forever. With these words and actions, Henry closed the distance between himself as leader and his followers. This dealt with four issues of tension.

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The result was that none of Henry’s troops left and they defeated with hardly any losses the French army and slaughtered the flower of French nobility. This was achieved because Henry V was willing to address the issues of tension.

3. Finding Win-Win Actions

An Entrepreneurial Spirit flourishes when a leader promotes win-win actions for all the concerned parties. According to Fisher, Ury, Lewicki and Litterer, win-win actions are initiated by “separating people from problems and focusing on interests instead of the positions held by key stakeholders. Exploring perceptions, emotions and communication with active listening... helps to depersonalize the situation. The shift from reconciling positions to reconciling interests reaches for outcomes that can serve all stakeholders and helps to deal with people engaging in power and hidden agenda games.” 23 Win-win solutions produce a co-operative culture within the organization by dealing with destructive, competitive urges or heart-felt tensions that lie behind most organizational tensions. This is because win-win solutions promote the notion of working together for transformational change.

Alexander the Great was an extraordinary leader who knew that, in creating transformational change, goodwill was a stronger strategy than compulsion. Once Alexander was approached by the oldest leader of a small Indian province he had just conquered. The Indian leader fearfully asked, “What must my countrymen do to earn Alexander’s friendship?” Alexander replied, “I would have them choose you to govern them.”

Alexander the Great quickly recognized the heart-felt issue of tension that if not removed would create strong resistance to transformational change. The issue of tension dealt with the core values of those with whom Alexander was dealing. The core value in the case of the Indian state was

23 Nutt, Paul & Backoff, Robert 1997 Facilitating Transformational Change, The Journal of Applied Behavioral, vol. 33, no. 4 94 C H A P T E R 5: THE MOULDING ZONE national leadership. His response created a win-win situation that dealt with competitive urges and produced the notion of working together for transformational change.

Win-win solutions are maintained by building trusting relationships. Building trusting relationships means listening and considering alternative viewpoints, becoming dependent on other people’s word, expertise and ability. Trusting relationships are built as people are given continuous opportunity to associate and intermingle with one another. The knowledge that Leaders who fail we’ll have to deal with someone in the to demonstrate this level future means that most people tend to of trust never have go out of their way to create a win-win a win-win situation. environment. It also means that we don’t forget how we have been treated by others. Nor do others forget how we have treated them. Therefore it is important to know that, in building this relationship, focusing on the long-term gains will help people deal with short-term setbacks.

Building this type of win-win solution means that as leaders we must go first. Alexander the Great went first, demonstrating trust and building a relationship with the Indian leader. Leaders who fail to demonstrate this level of trust never have a win-win situation. The result is they end-up doing all the work themselves or else they become controllers.

A good biblical example of issues of tension and win-win action is found in Acts Chapter 15 which records ‘The Council of Jerusalem’. The early church was going through tremendous growth and transformational change due to the conversion of so many Gentiles. This had happened largely through Paul’s ministry and the visionary approach of the church of Antioch to world evangelism. This change had brought to light two issues of tension

95 GROWING FUTURE LEADERS that had been previously hidden. These issues not only threatened to stall the growth of the church but to destroy it. The issues of tension were firstly theological: Were the Gentiles saved by grace alone or did they need to also undertake circumcision and the Jewish law? The second was a practical issue regarding the Gentiles’ way of food preparation by not draining the blood from the meat and also their somewhat immoral life style. The Gentile Christian’s preparation of food and immoral lifestyle was offensive to the Jewish Christian’s culture. Unfortunately, the sect of Judaizers had come in and used these two issues to split the church and draw the Christian Jews back into Judaism as a means of salvation.

The Council of Jerusalem was led by the Apostle James who had very strong leanings towards the Law. Yet it was James who brought about an agreement between the Jewish and Gentile Christians. He clearly showed from Scripture that Jew and Gentile are ‘spiritual equals’ because they are both saved by the grace of God and faith in Jesus Christ. This cleared the way for the Gentiles to come into the church. Yet this alone did not bring mutual harmony. There was still the issue of food preparation and the immoral lifestyle of the Gentiles. James then turned to the Gentile Christians and stated that since the Jewish Christians were willing to admit their theological error and accept the Gentiles into the kingdom as equals, the Gentiles must now be willing to change their eating habits and lifestyle, to which they agreed.

The result was that the sect of Judaism lost its foothold in the church and Gentile Christians did not need to fulfil Jewish rituals to be saved. They were saved through faith in Jesus Christ. Because the Apostle James was willing to deal with the issues of tension and seek a win-win solution, the church was strengthened and it was then able to continue through the change process and grow. One wonders how much growth has been hindered or

96 C H A P T E R 5: THE MOULDING ZONE lost, all because leaders in the church have failed to find loving win-win actions to issues of tension.

There is an assumption that if people have difficulties with the transition of change, let them go. Let them get off the bus of change! Let them get off, as we are better off without them. What we don’t realize is that we often lose our best people during the Moulding Zone of transition. The reason is that our best people have skills and talents that can be transferred to another organization. If win-win solutions have not been found for genuine heart-felt issues of tension in their lives, they have the ability to move on. If they have to handle the ambiguity of change, why not do it in a caring environment? What is the use of creating change if we lose the greatest asset God has given us, our people? In Isaiah Chapter 40 Verse 11, we are instructed to gently care for those who are with pregnant with young. In biblical times, when a pregnant sheep was injured by being driven too hard, there was the risk that not only the unborn lamb would die but also the mother sheep, whereby the future as well as the present livelihood would be lost. As stated earlier, during transition we are at risk of losing our greatest asset, our people, and more often than not, our best people. So we not only lose our lambs, our sheep, but also those who are ‘pregnant’ with experience, talents and skills that can assist in bringing about successful intended real transformational change.

4. Innovation and Creativity

The search for win-win actions by an Entrepreneurial Spirit releases creativity and innovation, which opens the door for the most productive stage of leading transformational change. This in turn improves the chance of realizing the transformational change you desire. At this point, there is again an integration of the transformational and transactional leadership

97 GROWING FUTURE LEADERS styles, as both leadership styles release within a group - by different methods - innovation and creativity. The operation of either style will depend upon the demands placed upon the group to find an innovative solution that will allow it to facilitate the desired transformational change.

Transformational leadership releases innovation by focusing on three methods. The first is ‘Intellectual Stimulation’ where the group or individuals are encouraged to “question assumptions, rethink ideas and look at problems from different perspectives.” 24 The second is ‘Individualized Consideration’ that encourages the group to appreciate, recognize and consider each other’s ideas. The third is ‘Inspirational Motivation’ which includes identifying opportunities, building group synergy and clarifying the mission.

While transactional leadership influences innovation by firstly focusing on ‘Goal Setting’, the motto here is, “Let’s keep our goal in mind to generate as many ideas as possible.” This includes clarifying the task or identifying problems, performance expectation, persistence, feedback and reward for the task. Secondly, transactional leadership influences leadership by ‘Intrinsic Motivation’ - consulting, mentoring and coaching and, again, reward for the task. The motto here is “keep doing your best.”

Undoubtedly, the integration of both transformational and transactional leadership styles is needed to bring an organization successfully through the Moulding Zone into the final stage of transformational change.

The secret to maintaining a dynamic organization is strategic innovation. Innovation is the life-blood of any organization. Without it flowing through the arteries, the organization will die. Innovation is the pervading attitude within an organization that allows it to see beyond its present and to create for itself a better future. Though you cannot touch innovation, nor smell it nor taste it, it is not as difficult as most people think to develop an innovative culture.

24 Sosik, J., Avolio, B., & Kahai, S. 1998 Inspiring Group Creativity Small Group Research, vol.29, no. 1, p.3 98 C H A P T E R 5: THE MOULDING ZONE

An illustration of this is found in a biblical case study of pioneering the church of Antioch in the Book of Acts Chapter 11 Verses 19 to 26 and Chapter 13 Verse 1 to 14. In Acts Chapter 11 we have two main events: The first is the men of Cyprus and Cyrene who are heading north away from Jerusalem. They are on the run from persecution for sharing the Gospel with Jews and head north for the city of Antioch where they witness to the gentiles and start a gentile church. The second event is Barnabas and Paul being sent out by the church of Jerusalem to check-up on the fledging church in Antioch. Barnabas and Paul are pleased with what they see and assist in the work. In Acts Chapter 13 we have Barnabas and Paul being sent out on the first missionary journey. We look at these passages and say, “What is so innovative about the actions of the pioneers of this church at Antioch?” Well, looking at what happened from our time perspective, we can answer that there was very little that appeared truly innovative. However, looking at it from the early church’s perspective, we do see true innovation.

4.1 Innovators - the True Heroes of any Organization

Innovative leaders, whom I call Strategic Innovative Leaders, are the true heroes of any organization because they empower others to rise to their full potential.

The Apollo 13 mission on April 13th 1970 demonstrates the true power of strategic innovative leaders to do this very thing. Everything was going wrong. An oxygen tank had exploded, knocking out of commission a second oxygen tank. The explosion had temporarily disabled communication between the spacecraft and mission control in Houston. The spacecraft rocked back and forth. There was noise all around, warning lights flashed. They were 200,000 miles away from earth and in serious trouble. Mission control could not believe that so much had gone wrong all at once. They

99 GROWING FUTURE LEADERS thought it must be instrument failure but the astronauts in the rocking spacecraft instantly knew that this was not the case. Their spacecraft was dying. The commander of the spacecraft, Captain James Lovell, stated “Failure” was the word of the day. His response to mission control was: “Where we are now, there’s no way we’re going to get home.”

But they did get home, thanks to true heroes of the day - the strategic innovative leaders of NASA. Captain James Lovell states it was NASA innovation, teamwork and perseverance that successfully brought them home.

4.1.1 Leading Innovative Organizations

Innovation does not just happen. It is fostered and encouraged by the unique style of strategic innovative leadership. This style of leadership does not find its power to lead in personal authority or in personal charisma. Rather its power to lead lies in the ability of inidividual leaders to assist organizational members to perform at higher levels, particularly in times of crises.

Strategic innovative leaders do this by acting like a catalyst at both the psychological and organizational levels to empower people to rise to their highest level of potential. On the psychological level, they build a ‘can do’ motivation amongst the followers that they have the ability to solve the problem. Strategic innovative leaders do this by eliminating dependence on traditional leadership from above and they introduce a shared vision and agenda. This allows people to think outside the box and provide creative solutions to complex problems. NASA’s strategic innovative leaders knew that without a shared vision and agenda, any attempt at innovative solutions to Apollo 13 problems would be futile.

On the organizational level, strategic innovative leaders are able to bring together a network of resources and expertise to accomplish the job. When

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‘failure’ was the word for Apollo 13, NASA immediately established a network of all those hooked-up to the same shared vision of bringing back the three astronauts. The operation was a tour de force of the breadth and depth of American technological expertise and resources.

4.1.2 Teamwork

Captain James Lovell cited teamwork as the second most important factor in their safe return. Every strategic innovative leader knows that one of the necessary ingredients for innovation is teamwork. “It was about then when teamwork started to come into play,” Lovell recalls, “as the teams of NASA experts and the astronauts started working frantically together to come up with solutions to the impossible and never-before encountered or simulated problems in space.”

It’s no coincidence that many Nobel Prizes are won by teams. Assemble people with different backgrounds and different ways of approaching problems and an environment is created that is conducive to innovation. Innovation in a team is stimulated in four ways. Firstly, it is stimulated when its members appreciate and value the talents and assets each member brings to the group. Secondly, stimulation occurs when team members understand the risks being faced. Thirdly, this happens when team members know the keys for accomplishing the goal. Finally, it is seen when team members feel free to talk to each other without intimidation. These things will assist the team to push the innovative envelope past failure to success. Teamwork can transform innovation into a progressive, self-strengthening enterprise.

4.1.3 Perseverance

The third factor cited by Lovell was perseverance. Perseverance means no longer using our old yardstick that we have always used in the past to

101 GROWING FUTURE LEADERS measure the success of our ventures, but breaking that mental yardstick and pushing on, observing the results of the new venture and forming a new yardstick, relevant for the new circumstances. NASA did not leap to conclusions. They threw aside the old mental yardstick that they had used for measuring the success of ventures and they pushed on. They knew that having a good idea is one thing; making it work is another. No procedure, no manoeuvre, instruction, no checklist was relayed to the crew of Apollo 13 until it had been thoroughly checked out. So perseverant was the ground staff at NASA in their efforts to find innovative solutions to bring the crew of Apollo 13 home that they hardly slept. In fact, some never slept.

In my office, I have a motivational picture given to me on my fifth birthday by my brother. It’s a picture of the cartoon character Daffy Duck. He is in a pond, upside down in the water. On the bottom of the pond floor is a golf ball. Persistence - Is the ability Daffy Duck has a golf club in his hand and to overcome all obstacles is about to swing it. The caption reads: between you and your goal. “Persistence - Is the ability to overcome all obstacles between you and your goal.” It has a subscript that reads, “Failure is not an option buddy.” In leadership, failure is not an option.

The men of Cyrpus and Cyrene who pioneered the church of Antioch are unsung heroes of the early church. On the psychological level they built a ‘can do’ motivation amongst themselves: they had the ability to do the job. On the organizational level they brought together a network of resources and expertise to accomplish the job. They worked as a team to push the innovative envelope past failure to success. They were perseverant in what they did. Paul says in Galatians Chapter 6 Verse 9, “Let us not grow weary while doing good, for in due season we shall reap if we do not lose heart.” Set before us we have a mission greater than the rescue of Apollo 13. It is

102 C H A P T E R 5: THE MOULDING ZONE the rescue of souls from the power of darkness. It can only be lost if we grow weary and abandon it. Let us continue on as true heroes of the faith, empowering those whom we lead to rise to their full potential in Christ, not satisfied with half a victory.

4.2 What is Innovation?

Tom Faranda states that, “Innovation is a major player in transformation.” Strategic innovation is not a matter of “monkey see monkey do.” 25

So what then is innovation? Innovation may be defined as the process of taking a creative idea and turning it into something useful. In other words, innovation is reaping the fruits of creativity. Innovation is not the extension or modification of an existing idea. That is adaptation. Innovation is the taking of an existing idea or concept and by implementing some creative changes dramatically creating a new use for the original idea. As an example, let’s take the camera. In 1827, Jospeh Nicephore took the first photograph of a person. It took over eight hours! It took another twelve years for the time factor to be reduced to thirty minutes. New digital cameras take multiple photos in a second. Yet this is not innovation but improved technology. True innovation is from the camera to the photocopier, from the photocopier to a fax and from the fax to a scanner.

“Innovation is a change that meets a particular criteria, but change need not be an innovation.” 26 Innovation goes far beyond just mirroring or refining existing services. It involves a component of forward change. This forward change process of innovation may either be incremental or in quantum leaps. Using the baseball analogy, incremental innovation is winning the game by a series of home runs one at the time. Quantum leap is winning the game when the bases are loaded: the batter steps to the plate, hits a grand-

25 Faranda, Tom 1999 Transformation Leaders Incentive, vol.173, no. 10 pp.14-15 26 Brazeal & Herbert, 1999 The Genesis of Entrepreneurship, Entrepreneurship: Theory and Practice, vol. 23, no. 3, pp.29-45 103 GROWING FUTURE LEADERS slam and everyone on the bases including the batter runs all the way home at once.

Incremental innovation keeps you up with your competitors and keeps you in the competitive arena. Quantum leap innovation not only gives you a truly competitive advantage, it also changes the playing field because you have created a whole new niche market that previously did not exist.

Quantum leap innovations occur as thoughtful leaders move through the process of change using strategic innovation.

Strategic innovation is very important in leadership of change. Kirton states that innovators “are less concerned with doing things better than doing things differently.” 27 (emphisis added) As good as an idea is, it must have a competitive edge. Strategic innovators are those leaders who have adopted strategic innovation. They do not seek simply to play the game better than their competition. Rather they seek to change both the playing field and the rules of the game to their advantage. In other words, their strategy will be to compete with their competition on a new level by adopting the Chinese Art of War tactics “of making your enemy (competition) live in interesting times.” It is an old-age tactic of war used when the odds are stacked against you.

This is seen again in the experience of those who pioneered the early church at Antioch. They were not interested in reaching the Jewish people better than the church at Jerusalem. They wanted to do things differently. They wanted to reach the Gentiles. What they did was change both the playing field and the rules of how the Gospel was to be propagated. It was a quantum leap because they redefined the criteria of success.

Changing the playing field and the rules is a very risky thing to do. New ideas are no guarantee of success. It is one thing to think of an idea. It’s another to make it work.

27 Senior, B. 1999 Organisational Change, Prentice Hall, p. 305 104 C H A P T E R 5: THE MOULDING ZONE

4.3 Best Practice in Innovation Management and Development

4.3.1 Overcoming the Sisyphus Syndrome Mind-set

The first thing any organization has to do is to overcome the Sisyphus Syndrome by developing and sustaining a culture of innovation.

What is the Sisyphus Syndrome? It refers to the endless routine of fruitless, frustrating labor. The term actually comes from the ancient Greek story of Sisyphus, the King of Corinth who started out as a very innovative person who was able to trick the gods not once but twice into giving him life after death.

On the first occasion, the god Hades turned up with handcuffs to take Sisyphus to the underworld. Handcuffs were a novelty and Sisyphus asked how they worked. He was able to persuade Hades to demonstrate them on himself. Once Hades was handcuffed, Sisyphus locked him in the closet. Eventually Hades was released. Sisyphus knew that he could no longer escape Hades, so he told his wife that when he died to throw his body out in the street, which she did. Sisyphus woke up in the underworld and complained to Persephone, queen of the dead, that he should not be held in the underworld. He had not been given a proper burial as a king. This proper burial required having a gold coin being placed in his mouth to pay Charon the ferryman to bring him to the underworld. The queen of the dead agreed to allow Sisyphus to return to the living and take care of his burial. Once Sisyphus got back to the living, he did not want to return to the dead.

Eventually the gods captured Sisyphus and took him back to the underworld and punished him. They condemned him to an eternity of hard, frustrating labour. His assignment was to roll a great boulder to the top of a great

105 GROWING FUTURE LEADERS mountain. It took a lot of effort and energy to roll the great boulder to the top of the mountain. Now because of its weight, the boulder, once he got it to the top, would roll back down the mountain. Sisyphus would have to start all over again.

What the gods did was to lock Sisyphus into grinding routine. From that moment on, Sisyphus never had another innovative idea. The gods knew that routine does not allow for innovation or creativity. It in fact destroys it.

What is interesting is that change is the very thing that breaks routine in our life. As we go through the transition of change we are given the opportunity for innovation. So it was with the early church. During the trauma of change brought on by persecution, God was able to break the Sisyphus Syndrome that at that time gripped the church. I personally believe that often God allows the church to go through the trauma of change so as to become innovative.

Disney Corporation is viewed as one of the most innovative organizations in the world. Yet this did not happen overnight. One day in 1928, Walt Disney and his brother Roy were facing financial ruin after several failed attempts using routine methods to break into the film business. The trauma of change of their finances opened the door of innovation. As Walt was thinking over their future, he was startled by a mouse running across the floor. His attention was suddenly diverted for a moment to the activities of this mouse. As he watched it, the fires of creativity and innovation were stoked. He had a gut-wrenching idea to break with tradition and introduce the first animated short feature with synchronised sound - a cartoon called Steamboat Willie, later known as Mickey Mouse. This one decision broke the Sisyphus Syndrome in that fledging organization.

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From that moment on, creativity and innovation became the cornerstones of the culture of the Disney Corporation. Not only were they enabled to push the edge of the envelope but also to tear it open. Disney Corporation has a philosophy that when creativity and innovation is welcomed everyone becomes creative and innovative. Disney Corporation believes that innovation and creativity can be applied to every area of their corporation. Walt was so convinced of this that he was often seen walking through Disneyland and speaking to the nightshift workers, asking them for ideas.

Developing an innovative culture is not simply putting time aside for a creative brainstorming activity or circulating a few memos to the staff. It’s a mind-set that sees beyond the grinding routine of the present and envisions the future. It’s seeing beyond the predictable to the imagined. Developing an innovative mind-set does not mean that you are locked into a fantasy world. The opposite is true. Innovators have a realistic appraisal of what is needed in the future and they set a course to fulfil that need.

4.3.2 Strategic Role of Innovation

In this stage, participants focus on discovering what the goals are for the innovative projects. It is a waste of time just saying to people, “Well, we need to be innovative, so let’s hear your ideas.” It just does not work that way.

Innovation needs direction that identifies clearly the strategic role of the innovation and how it fits into the big strategic picture of the organization. In other words, what is the strategic mission of the new service and how does it support the growth goals of the organization? This refers to the importance of a leader being an astute long-term planner.

It has been constantly shown by researchers that when innovation is linked to strategic goals, supported by positive feedback, the result is high-performing individuals and teams.27 Strategic goals allow people to

27 Sosik, J., Avolio, B., & Kahai, S. 1998 Inspiring Group Creativity Small Group Research, vol.29, no. 1, p.5 107 GROWING FUTURE LEADERS focus their attention, concentration and persistence while at the same time enhancing their intrinsic motivation and creativity.

Jaworski and Zohar 29 have identified that the brain has three thinking patterns: The first is the serial thinking or logical function similar to that of a computer. The second is parallel thinking - forming associations between things, recognizing patterns and learning skills such as running. The third pattern is the creative, insightful, intuitive and quantum thinking that kicks in when we are able to see the big picture. Therefore it is important that people see how the strategic role of the innovation fits into that big picture.

The strategic roles of innovation would include • utilizing new technology. • improving organizational structure. • targeting new social demographics. • filling a growth or service gap. • attracting new clients. • retaining members through old and new services.

4.4 How Strategic Innovation Occurs

Strategic innovation occurs when we identify and exploit gaps in a service or need in the community before anyone else does and we decide how to fill those gaps. Five main reasons why gaps are created:

1. New emerging customers or clients coming into the area 2. Existing customers’ or clients’ needs could be serviced in a unique or better way 3. People’s tastes change due to time, needs or fads 4. Changes in technology 5. Changes in government policies

29 Kerfoot, 1998 Leading Change is Leading Creativity Nursing Economics, Pitman, vol. 16, no.2 108 C H A P T E R 5: THE MOULDING ZONE

4.5 Five Ways to Kick-start Strategic Innovation

As leaders, it is very important that we take a proactive approach to strategic innovation. This is done by allowing ourselves to be constantly exposed to innovative opportunities.

4.5.1 Redefine Our Organization and Services

One way of shifting the playing field and rules is by questioning the existing definition of your organization or church. The way to do this is to change your mind-set as to the criteria of your success. At the present moment, you are determining your success by a criteria of success factors to which you have been conditioned over a very long period of time.

What if you were to change your criteria of success? How would that change affect what you are doing and why you exist? What you consider as the success factors will ultimately determine how you play the game. If you shift the success factors, you will play the game differently.

Strategic innovators start on the revolutionary journey by redefining what they do. It’s not a matter of doing it better but differently. Asking the question of “why you exist” does not necessarily mean you will discover something new but discovering something new will never happen unless you ask the question.

You define why you exist by defining the function you are trying to fulfil. ANSETT Airline in Australia went bankrupt. One of the reasons for this was that they defined their function of existence as just transportation instead of being customer-oriented. What if they had thought about airlines as an entertainment business for the whole family? Or what if Ansett defined travelling on airlines as a romantic interlude? How would this change have affected the paradigm of the way in which they promoted themselves?

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Those who pioneered the church at Antioch were the men of Cyprus and Cyrene. They redefined the criteria of success and that is why the church at Jerusalem sent Barnabas and Paul.

4.5.2 Redefine Our Customer

Innovative leadership is about strategically choosing to whom you will promote your services. It’s all well and good to say the world is your mission field but the reality is that no individual organization or church can reach every kind of person with the generic services offered. You should have services that are unique to your organization, services that set you apart from similar organizations. These unique services can often be used to reach a unique group that no-one else can reach. The way to do this is through scenario building, through identifying core competencies, through a SWOT Analysis or Growth/Share Matrix (see section Formulating Strategies.) This will help determine to which section of the community you can effectively minister.

When you begin to strategically think like this, you become more creative in identifying more groups of people you can service and those groups that are not currently being served by other organizations. New groups arrive in your market place as their individual priorities change with time. The priorities of thirty year olds are different from fifty year olds.

Finding a market niche is not strategic innovation. The way you set the new rules and play the game differently from everyone else to reach a niche is strategic innovation. The church, through Peter’s ministry, identified a niche amongst the Gentiles but it was through the strategic innovation of the men from Cyprus and Cyrene that the niche was effectively targeted.

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4.5.3 Redefine Services

Strategic innovation is honestly rethinking which services we should be offering people. Offering a service in an organization is a strategic decision. It is not a default reaction. We need to ask ourselves the question, “Who wants our services? If I were a member of that group, what services would I honestly want from my organization?”

In order to meet people’s needs you need to know their needs. The way to find out which services to provide to meet those needs is to ask questions. You cannot be innovative without information and knowledge: talk to people, gather information.

4.5.4 Redefine the Organization’s Leverage by Utilizing Existing Core Skills

Strategic innovation is creating a new playing field, a new service or a completely new way of doing things by using the leverage of its existing core competencies or skills. The core skills the church used in Acts Chapters 11 and 13 were evangelism and apostolic ministry. Major strategic breakthroughs occur when we exploit what we do well in order to create something new. This again links back to the SWOT Analysis or Growth/Share Matrix.

4.5.5 Start the Thinking Process at Different Points

This is when you start to think of things from a different paradigm. Often by looking from a different perspective at what you want to achieve, doors of opportunity and innovation will be opened. Another way to initiate innovation is by choosing the groups you want to reach with the things that are unique to your organization. Ask the question, “If we create the niche market, how will this change our criteria of success?”

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4.6 Interaction Builds Synergy

Cross-functional interaction of departments within any organization builds a synergy that fuels innovation. This happened at the church of Antioch where there were two leaders, Barnabas and Paul from the church of Jerusalem, who interacted with the three leaders Simeon, Lucius and Manaem from Antioch. Most great innovations come through what is called collective synergy. As previously noted, most Nobel Prizes are won by teams.

Knowledge plays a key role in stimulating group innovation because innovation occurs when different perspectives join to create novel ideas. Bringing together different groups or different individuals brings different perspectives into the equation.

Significant innovative breakthroughs are often made when we introduce to our organization individuals or groups from other disciplines or departments, who view the problem from another perspective and constantly challenge and test the conventional wisdom of those immediately involved. The synergy created by the interaction of departments allows the original team or group to tap into outside resources and expertise not previously available, as well as speeds-up the process of innovation. Robert Spitzer states: “When creative people come together in a spirit of common cause, they are open to one another’s ideas, build on one another’s ideas spontaneously, anticipate what’s coming next, and sense how best to implement these ideas.” 30

Where there is a culture of cross-functional interaction and collaboration between different groups within an organization, innovation will be a natural process.

30 Spitzer, Robert 2000 Collective Creativity, Executive Excellence, vol. 17, Iss. 8, p.14 112 C H A P T E R 5: THE MOULDING ZONE

4.7 Importance of Challenge and Stretch - Calculated Risk-taking

It is very important that you allow yourself and others the freedom and opportunity to stretch to meet new challenges. Therefore we should expect failures as a part of life. No pain, no gain. It is estimated that between seventy and ninety percent of projects end in failure. Don’t totally disregard failures but record them and store them somewhere as they may provide answers to future problems.

Explaining his success rate, Walt Disney once said, “To some people I am a kind of Merlin who takes a lot of crazy chances but rarely makes mistakes. I’ve made some bad ones. But fortunately, the successes have come along fast enough to cover up the mistakes. When you go to bat as many times as I do, you’re bound to get a good average.” People will not stretch themselves to meet a challenge if they do not have the freedom and space to try, the freedom to test new ideas and the freedom to fail. Innovation is definitely risky.

There is an old Belgian proverb that goes: “Unless you have sent out your ship, it’s no use waiting for your ship to come in.” Risk-taking is about sending out your ship.

Charles Lindbergh - the pioneer aviator - said, “What kind of man would live where there is no daring? I don’t believe in taking foolish chances, but nothing can be accomplished if we don’t take any chances at all.”

Helen Keller - author, speaker and advocate for disabled persons - stated that, “Life is either a daring adventure or it is nothing.” Willingness to take risks will be a major key for achieving success.

Picasso had a success rate of less than thirty three percent… yet no-one sees Picasso as a failure.

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Failures and false starts are all part of the innovation process. Picasso the great artist continued to paint until he was in his nineties. It is reported that he completed more than 10,000 works of art of which he discarded more than two-thirds. He had a success rate of less than thirty-three percent yet no one sees Picasso as a failure. Instead, people stand in awe of his artistic success. It is also reported by market analysis that for every 10,000 new products launched every year, only thirty-three per cent survive the first twelve months on the market. It can go as high as ninety percent in the early stages of getting people interested in a new service. Failures must accompany any success. Successful innovation comes when you give yourself and others permission to fail. Failure is an intrinsic part of innovation.

People too often view failure in a negative sense as a costly, ineffective process. However, failure provides us with new insights, new experiences and new lessons to learn. I was raised on this one liner from my parents and I will give it to you. My parents would say to me, “Tony, the person who never made a mistake never made anything in life.”

There is a saying in Scotland that goes, “They have a brass neck.” It refers to someone who is willing to stick his or her neck into a place where it could be chopped off. The term refers to a risk-taker.

We are all born risk-takers with brass necks. As children we naturally take risks. The experience of walking is an excellent example. We do not learn to walk by trial and error but rather by trial and success. What happens is that the older we get, the softer the brass gets in our necks and we move from trial and success mentality to trial and error mentality. In other words, the older we get, the further success is removed from risk-taking. The reason for this is that the older we get, the stronger we perceive what we will lose through failure compared to what we will gain through success.

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It is well known that if you want to increase your success you must increase your failure rate. A research project conducted amongst school children proves this. A class was divided into two groups. Each group was given a set of building blocks and told to build a house. The first group was assessed on quality. They were told they could not make a mistake. The second group was given the freedom to do as they pleased. The first group, fearful of making a mistake, painstakingly built a block house. The second group built a house that fell down. They then built it again and knocked it down. They did this several times. At the end of the project it was found that in the same amount of time the second group’s work was of higher quality than the first group’s work. The reason was that the second group was learning from its mistakes, while the first group was not prepared to take risks for fear of failure and being penalised.

You are either a leader undertaking risks or you are being overtaken by leading risk-takers.

Risk-taking is an indispensable part of innovation and leadership. Why? It is necessary because leaders who have made a difference know that • risk-taking creates and encourages innovation and creativity. • being over-cautious and indecisive kills opportunities. • risk-taking increases awareness by opening our eyes and minds to new opportunities. • risk-taking expands our knowledge. Knowledge robs us of ignorance and strengthens our effectiveness. • risk-taking broadens our excitement, removes boredom and gives us a purpose for living.

Sosik, Avolio and Kahai in their research found an interesting thing about creativity and leadership. What they discovered was that authoritarian leadership causes people to “leave one’s brain at the door.” 31 They also

31 Sosik, J., Avolio, B., & Kahai, S. 1998 Inspiring Group Creativity Small Group Research, vol.29, no. 1, p.12 115 GROWING FUTURE LEADERS found that lack of trust, intimidation and stressful situations in an organization greatly reduce the ability of leaders to stimulate creativity amongst followers.

The early church at Antioch knew it was a waste of time waiting for the ship to come in if it had not been sent out. They were risk-takers who were willing to send out into unchartered waters their ship in the form of Paul and Barnabas. Through trust, they stimulated innovation in these two men. They gave Paul and Barnabas the freedom and opportunity to stretch, to meet challenges and to also experience failure. The result was tremendous growth in the Gentile church.

4.8 Combining Innovation with Effectiveness

The success of any innovative organization such as Disney Corporation is its ability to align innovative ideas with the organization’s creative and innovative direction. Innovation must fall within the organization’s culture, mission and expectations for the future.

It is very important that you are consistent in how you evaluate ideas. The following simple model will assist you in aligning and evaluating innovative ideas with your organization’s direction:

• Who you are: Understanding your reason and purpose for being. • What you do: The type of services you offer and wish to offer in future. • Where you’re going: Knowing how your goals and innovative strategies fit into the big picture.

The average organization does not have the resources to implement every innovative idea put forward so they need to be further screened.

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We need to • prune down the list and select a few achievable ideas. • determine which of the concepts should move to prototype development. • market-test the service. • launch the service. • refine the service - Each breakthrough is followed by other opportunities to make a good idea better.

Successful leaders are constantly aware that good, innovative strategies must give way to even better strategic innovation.

Max De Pree tells a story about a German tool company that once developed a very fine drill-bit for drilling holes in steel. This tiny drill-bit was capable of drilling into metal the smallest hole ever recorded. The Germans sent samples off to Russia, America and Japan, suggesting that this drill-bit was the ultimate in machining technology.

From the Russians, they heard nothing. From the Americans came a quick response inquiring as to the price of the drill-bits, available discounts and possibilities of a licensing arrangement. After some delay, there was the predictable polite response from the Japanese, complimenting the Germans on their achievement but with a postscript stating that the Germans’ drill- bit was enclosed, with a slight alteration. Excitedly the German engineers opened the package, carefully examined their drill-bit and, to their amazement, discovered that the Japanese had bored a hole through it!

So, just as a good innovative and creative drill-bit had to give way to an even better innovative and creative drill-bit, so any good innovative and creative strategy has to give way to an even better innovative and creative strategy.

As you can see, successful dynamic organizations don’t just happen: through innovation, they are continually evolving and growing. Successful

117 GROWING FUTURE LEADERS innovation only comes by practice and a lot of hard work. It comes as a result of a mind-set which believes that, by persistent attempts, a successful innovative service will be developed for the glory of God.

5. Value of Mavericks

Strategic leaders know the value of mavericks in an organization. No blueprint exists for identifying mavericks. Some are extroverts while others are introverts. Some, to say the least, are a bit different from the rest of us while others appear to be quite conservative in appearance. Some strategic leaders are mavericks while others are not but, more importantly, all strategic leaders know the value of mavericks and welcome them into the organization. Why? Strategic leaders embrace mavericks because they know that every organization needs those in their midst who have the innocence and boldness of a child to point out what others see but are afraid to admit, that is, “the Emperor has no clothes on.”

Remember the story of how a king wanted the best clothes that money could buy? Two swindlers posed as tailors and claimed they could make a garment that only the wisest could see, when in fact there was no such garment at all. The king and court did not want to be seen as fools so they never admitted that they could not see the garment. When the imaginary garment was finished, the king ‘put it on’ and paraded down the street wearing nothing but his underwear. The entire kingdom had heard of the garment that only a fool could not see. Though none of them could see the garment, they would not admit they could not see it because they did to want to be called a fool. Finally, it was a small child who spoke up and stated that the king had no clothes on. So often as leaders we are too proud or too blind to admit that we are doing it wrong. After all, we are God’s anointed! It’s the mavericks who have the courage to bring us back to the reality of our own vulnerability by telling us that we - the Emperor - have no clothes on.

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There is some confusion over the terms ‘mavericks’ and ‘rebels’. Mavericks are not rebels. Rebels by their very definition destroy and work against you. Mavericks seek to improve the organization by doing things differently. Mavericks seek the well-being of those with whom and for whom they work.

Though no blueprint exists for identifying mavericks, they are a source of innovation in our organizations because of four characteristics that are seen in Napoleon, who was a maverick.

5.1 Opportunists

Mavericks are opportunists. Napoleon developed what was known as the ‘coup d’ oeil’ - ‘the sweeping eye’ strategy. Napoleon strongly believed in improvisation or taking advantage of new situations and unfolding opportunities in the course of battle. His eyes would be constantly sweeping over the battlefield, looking to turn the accidents of war into strategic opportunities.

Like Napoleon, mavericks adopt the ‘coup d’ oeil’ - ‘the sweeping eye’ strategy - taking advantage of new situations and unfolding opportunities that present themselves to the organization, turning what others would deem to be an accident of life into a strategic opportunity. Thus mavericks stop organizations from sliding into institutionalism.

5.2 Generate Short-term Wins

Mavericks generate what strategic leaders today call short-term wins. Napoleon called this tactic ‘On s’engage, puis on voit’ - “Come to grips, then look around.” Napoleon knew that a quick victory over any part of an opposing army, regardless of its strategic importance, multiplies all the problems in every part of that opposing army. Napoleon also understood

119 GROWING FUTURE LEADERS that short-term wins help build morale by showing people that their sacrifices are paying off. This allows the leaders to test the effectiveness of their vision, undermines the effects of cynics, helps transform fence-sitters into supporters and reluctant supporters into active participants.

5.3 Setting the Agenda for Change

Napoleon, early in his military career, surprised and confounded his enemies by completely moving away from the older warfare tactic of ‘Strategic Positioning’ - or the siege mentality - to setting the agenda for change. The older warfare tactic of strategic positioning was to establish a strong, fortified position with prepared water supply and constant lines of supply and to cling to that position as long as possible.

Like all mavericks, Napoleon had a preference for boldness rather than strategic positioning or siege mentality. He avoided boredom amongst his troops because they were always on the move doing something - seeking out the enemy and gathering new supplies. Morale was kept high because he was better able to take advantage of opportunities. Napoleon was like a shark as he kept moving, breathing life into his organization.

The maverick is never satisfied with the old and holds no romance in the past. The word ‘nostalgia’ to them is a state of mind that hinders the possibilities of the future. While others romantically hold to the past as did Napoleon’s enemies to the old warfare of strategic positioning, Napoleon moved on to ‘On s’engage, puis on voit ‘ - “Come to grips, then look around” which basically means to capitalize on the importance of short-term victories to set the agenda for change.

5.4 Stepping out on Your Strengths

Mavericks know the value of always ensuring that you have the superior force on your side. Once, Napoleon was facing the combined troops of Austria

120 C H A P T E R 5: THE MOULDING ZONE and Sardinia that outnumbered his own troops. Napoleon carefully chose his points of attack to guarantee that he had the greater force. The end result was that the Austrian and Sardinian armies retreated in disarray because they assumed Napoleon had a greater force than they could muster.

The strategic strengths of an organization are the pillars that will support its growth and allow it to reach out into the future. If an organization is going to step out into a new field, it needs to step out on its strongest legs or pillars. Our pillars of strength are identified by our SWOT Analysis and Growth/Share Matrix.

Jonathan - King Saul’s son - is an excellent example of a maverick. In 1st Samuel The strategic strengths Chapter 14 Verses 1 to 23, we have the of an organization are the story of Jonathan defeating the Philistine pillars that will support garrison which was perched high on a its growth and allow it to sharp rock. While Saul was satisfied reach out into the future. with strategically positioning himself at Gibeah, which had an adequate supply line, the Scriptures tell us that Saul set-up camp under a pomegranate tree. Jonathan was sweeping his eye across the battlefield, looking to turn the accidents of war into strategic opportunities: “Coup d’ oeil”, as Napoleon would put it.

He knew, as Napoleon knew, that a quick victory over any part of an opposing army, regardless of its strategic importance, multiplies all the problems in every part of that opposing army. So under the guidance and strength of God, he and his armor-bearer climbed the cliffs and defeated the garrison. This had such an effect upon the whole Philistine army that they were thrown in a state of panic, routed and eventually defeated by Saul’s army.

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5.5 Leading Mavericks

For a maverick to be a source of innovation they need room to maneuver. Like the shark, they maintain their life by moving. This leads us to the question of leading mavericks: To begin with we need to understand that mavericks have what is known as an ‘Internal Locus of Control’.

The locus of control concerns a person’s belief about who controls their life. People who believe that others control their lives see themselves as ‘pawns of fate’ and are said to have an ‘External Locus of Control’. Those who believe they control their own lives, that they are ‘masters of their own ship’, have an ‘Internal Locus of Control’. All leaders have an ‘internal locus of control’ but this does not necessarily make them mavericks.

Robert House developed a model of leadership based on people having either an External or an Internal Locus of Control and on the assumption that leaders are more flexible than their followers. In his model, House seeks to bring together into creative harmony the ‘task’ and the ‘relationship’ aspects of leadership.

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This is seen as we break down the very name of ‘Path-Goal Leadership’. ‘Path’ refers to the ‘task’ to be accomplished. The leader seeks to clarify the journey the follower has to take to achieve the goal, as well as removing or reducing roadblocks and pitfalls along the way.

‘Goal’ refers to the relationship side of leadership. The leader provides the emotional support to strengthen the follower’s belief that if they exert a certain level of effort they will achieve their goals.

‘Path-Goal Leadership’ maintains that the leader determines their behaviour towards the follower based on the follower’s maturity and experience. Based upon this assessment, Path-Goal Leadership provides the coaching, guidance, support and rewards necessary for the effective performance of followers. Path-goal leadership is a transactional style of leadership.

In general, path-goal leadership will choose one or more of the following four leadership behaviours that are acceptable to the followers’ experience or maturity, perceived ability and locus of control . 1. Directive Leadership (External Locus Control) - telling the followers what is expected of them, how and when it is to be done. 2. Supportive Leadership (External Locus Control) - being genuinely concerned for the individual’s follower’s well-being and remaining approachable. 3. Participative Leadership (Internal Locus Control) - the leader engages in consultative and group behaviour in that they share work problems with followers and solicit their suggestions, concerns and recommendations in the decision-making process. 4. Achievement-oriented Leadership (Internal Locus Control) - The leader is both demanding and supportive of followers, setting very challenging goals and expecting the followers to always

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perform at their highest level. They will support this expectation of the follower by exhibiting a high degree of ongoing confidence in their subordinate’s ability to achieve the desired result.

Since mavericks have an internal locus of control, that is they see themselves as master of their own ship not some pawn of fate, the strategic leader would choose the participative and achievement-oriented style of leadership. By sharing the problems, soliciting their suggestions and setting challenges of a high level of performance, the strategic leader will get the best result from the maverick.

Unfortunately for the kingdom of Israel, King Saul never did this with his son Jonathan and so lost a valuable asset. Let us not lose the valuable asset of those who have the innocence and boldness of a child to point out what others see but are afraid to admit about an organization, that is, “the Emperor has no clothes on.”

5.6 Don’t Expect Mavericks to be Permanent Team Players

The “strength of mavericks lies in their quirky individuality.” 32 For mavericks, you need to choose team assignments carefully. They function better in teams that they feel are creative and are on the same intellectual level. Essex & Kusy feel that mavericks are better assigned to teams on an as-needed basis in a consultative role. We need to remember that everything does not have to be done in teams. Coalitions are made-up of both teams and individual members.

5.7 Provide Mavericks with an Environment that Stimulates their Creativity

Mavericks do not function very well in an environment of conformity. They do, however, shine in an environment of curiosity and openness to new ideas. This often comes by allowing them to network with people, attend

32 Essex, L., & Kusy, M. 1999 Fast Forward Leadership, Prentice Hall, p.121-125 124 C H A P T E R 5: THE MOULDING ZONE seminars, learning events, field trips and participate in activities that allow them to expand their creativity in and outside the organization.

They also shine in an environment of risk, tolerance and energy. This will mean saying yes to the implementation of pilot projects of which you yourself are not fully convinced.

5.8 Give Mavericks Freedom with Boundaries

Mavericks like freedom with boundaries around the risks they are taking. Mavericks Mavericks operate in the operate in the system for the system but system for the system but are not of the system, therefore boundaries are not of the system… are very important for them. Boundaries, not conformity, send a strong message to mavericks that you value them. Such boundaries could be that they must submit a plan of how the proposal will work and benefit the organization. They cannot begin to work on the project until it is approved by the board. Once approved, they must adhere to the financial limitations of the project. Unless you give mavericks clear expectations and boundaries, they will become a ‘loose cannon’ in your organization. ‘Loose cannon’ was a term used by the British Navy when a cannon broke loose from its fastening ropes. The cannon would roll around in the vessel during a battle and if not held in place would punch a hole in the man-of-war ship, sinking it. Many organizations have found themselves sinking because they have not given mavericks strong boundaries and expectations.

5.9 Reward Mavericks Differently

Since mavericks have a strong internal locus of control, formal rewards have very little meaning to them. What they do enjoy is praise from someone they respect and whom they consider values the qualities of a maverick.

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The most satisfying reward for a maverick is to be given an adventuresome and unusual activity that allows them to excel in their field of endeavor.

B. Maintaining Strategic Focus

It is in the leadership behavioural practice of ‘Maintaining Strategic Focus’ in the 2-T Model of Transformational Change that the transactional style of leadership finds its true place in transformational change. At this stage, people are not interested in leadership theories. They are looking for a set of ground rules or an agenda to follow, in order to carry out the transformational change you have initiated.

1. Strategic Decision-making

Maintaining strategic focus involves right-brain thinking visualizing the situation and left-brain thinking determining your responses to anticipated situations. Maintaining strategic focus allows the leader to establish priorities and implement effective strategic decisions. Strategic leaders take charge of change because they know how to make short and long-term strategic decisions. Strategic leadership involves making decisions that will ultimately determine the organization’s long-term survival.

The story of Canada’s highly innovative, experimental jet fighter - the Avro Arrow - is about the Canadian government entering into the process of transformational change and losing its strategic focus at a critical moment of passing through the Moulding Zone. The Avro Arrow had the capacity to make Canada the world’s leading designer and builder of aviation technology but unfortunately it was all lost through bad strategic decision-making.

The British company Lancaster during the Second World War had one of its Victory Lancaster bombers built by its Canadian partner- company

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Avro Lancaster. They were so impressed by the Canadian performance that shortly after the Second World War they set-up a new company in Canada called Avro Canada.

In the early 1950’s, The Royal Canadian Air Force (RCAF) saw a need for a new fighter to combat the threat of a new supersonic bomber suspected of being developed by the Russians. This need was supported by the then-Liberal government of Canada. The requirements of this new aircraft were very high. It was to have an airborne weapon system that could operate either independently or as part of an integrated defense system, be able to cruise and combat at Mach 1.5 - Mach 2, reach this speed within five minutes of take-off, travel 2000 nautical miles at top speed and land, be rearmed, refuel and back in the air in ten minutes. At that time, no aircraft was capable of meeting these requirements. RCAF wanted it at once. Based on Avro Canada’s previous success of building and supplying RCAF with CF100 - a fighter aircraft to defend Canada against long-range bombers - and of supplying the same aircraft to the Belgium Air Force, RCAF commissioned Avro Canada to design and build this new innovative aircraft.

To design this aircraft, Avro had to start from scratch. Most planes that are designed now are based on previous planes. However, the strict innovative requirements of RCAF made this impossible. Every part of the aircraft had to be redesigned.

One of these innovative requirements was a removable armament pack. Bombs were not to be carried on the outside, as was the norm for aircraft of that time, but in a compartment inside the plane. This way the bombs had no adverse effect on the aerodynamics of the aircraft. The bomb compartments had to be easily accessible and able to carry and launch a wide variety of weapons or supplies quickly without affecting the stability

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of the aircraft. At that time, aircraft carried weapons specifically designed for them. There were to be no prototypes. Instead, the Avro Arrow was to be put through a number of tests and then sent straight to the production line. Though the initial cost would be high, it would in the long run save money.

The first Avro Arrow was shown to the public on October 4th 1957, the same day the Russians orbited the first satellite, Sputnik 1. On March 25th 1958, the Avro Arrow took its maiden flight and more than met the innovative requirements of the RCAF for a removable armament pack. It had a range of over 2000 nautical miles and was capable of speeds up to 2.5 Mach. On September 14th 1958, the test pilot Jan Zurakowski flew the Avro Arrow at the speed of 1.89 Mach.

In 1958, the Liberal government was replaced by the Diefenbaker’s Conservative government. This new government decided to review the Avro Arrow project with the view of canceling the project. Many people believed that jet fighters and pilots were made obselete by the launch of the first Russian satellite and the stock-piling of nuclear missiles by both the Russians and Americans.

In order to save the Avro Arrow project, the directors of Avro decided to ask the Americans for financial help, which they said they were willing to provide. Diefenbaker’s Conservative government found out about this and did not want to ask the U.S. for help but for the U.S. to buy the Arrow project outright. The U.S. refused to do this. Though the U.S. was not interested, the directors of Avro felt there was still a strong possibility that a European country would be interested, based on Avro’s earlier success in selling aircraft to the Belgians.

However, on February 25th 1959, Diefenbaker’s Conservative government went ahead and cancelled the Avro Arrow project. All five existing Arrows

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were destroyed, along with all the tooling to develop the aircraft. This resulted in a major set-back in aviation technology for Avro. The main reason the Diefenbaker’s Conservative government gave for canceling the project was the enormous cost of changing the mission requirements of the Avro. It is estimated that this decision resulted in the loss of in excess of 15,000 Canadian jobs.

Though there was a sense of urgency created by the RCAF in the entrepreneurial spirit demonstrated by the Canadian Liberal government that released an innovative culture within the Avro organization, many see the decision by the Diefenbaker Conservative government not to use and maintain Canada’s leading edge in aviation technology as being one of the worst political decisions ever made by a government. The day the company closed its doors on the many jobs in the fields of aerodynamics, metallurgy, mechanics and electronics caused it to be known as a particularly “Black Friday.”

The lack of effective long-term strategic decision-making while passing through the uncertainty of the Moulding Zone firstly destroyed a transformational change that the Canadian aviation industry was seeking to achieve. Secondly, this lack of effective strategic decision-making caused the Canadian aviation industry to lose its position as one of the world’s foremost leaders in aviation design.

Executive decision-making is one of the crucial steps in a long line of steps that set in place the strategic factors required to create transformational change. Strategic decision-making is a transactional process that involves commitment to the organization’s visions, objectives and strategies. It often means making decisions when you are ignorant of certain variables. It may mean making decisions when you are uncertain about the outcome. Executive decision-making is the art of taking hold of the right opportunity.

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There are six steps in decision-making that will help you as a strategic leader. We will look at these steps in relationship to the decision made by RCAF, the Canadian Liberal and Conservative governments.

1.1 Clarify your Goals or Identify the Problem

Before we can make a decision we must first recognize that there is a need to make a decision. The decision-making process is either triggered by a goal we wish to achieve or by problems that are hindering us from achieving our goal. Therefore it is very important that you clarify the goal or problem you are dealing with as this will dictate which results you want to achieve. These problems or challenges are often identified through SWOT Analysis or the Growth/Share Matrix.

The problem facing the RCAF was for a new transformational aircraft that could travel at Mach 2 for 2000-plus nautical miles and carry a wide variety of weapons to meet the new threat of supersonic bombers being developed by the Russians.

1.2 Establish Priorities

You cannot do everything at once nor are all problems of equal importance. Also, decision-making and the implementation of those decisions require resources. Unless your organization has unlimited resources, it will be necessary to establish priorities.

Priorities are determined based on three issues: urgency, impact and growth. • Urgency - relates to times. How critical is the time-pressure to make the decision? The urgency for the decision to give Avro the contract to develop a new fighter jet came from the threat of the possibility of the Russians developing a new supersonic bomber.

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• Impact - How will the problems affect the organization in the short-term and in the long-term? The decision to build Avro Arrow was the impact of the short and long- term possibility of prolonged conventional war between America and Russia into which Canada would be drawn. • Growth - the future of the organization. Something may have low urgency and low impact at the moment but have a long-term effect on the growth of the organization. Diefenbaker failed to see the long-term effect that governmental approval of the technological achievements of the Avro Arrow project would have on the growth of the aviation industry of Canada.

1.3 Development of Possibilities

This is the most innovative part of the strategic decision-making process. This is where we break the fixed ideas of what causes a problem and how to solve it. Here we look at different solutions to solve our problem or to reach our vision. This is closely linked to scenario building. Emile Chartier - the French philosopher - said, “Nothing is more dangerous than an idea when it’s the only one you have.”

Looking for the strategic possibilities to solve a problem does not eliminate the risk but does reduce the uncertainties. When developing strategic possibilities we need to ask ourselves two important questions. They are: a) Will these strategic possibilities help to achieve our vision and objectives? b) Are they consistent with our present and future resources?

Neither Avro Canada nor RCAF asked questions about the necessity of finding future financial resources to complete the project should the mission of Avro change. They therefore failed to develop strategic possibilities to accrue those financial resources.

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1.4 Evaluate and Select the Best Strategic Possibilities

Remember the story about the German drill-bit? Good strategic innovations must give way to better ones. Every strategic possibility will have good and bad points. The purpose of evaluation is to choose the best strategic possibility that will realistically accomplish your vision and objectives.

Prime Minister Diefenaker did not allow any time to evaluate and select the best possible strategies to save the technological advancements of the Avro Arrow project. If he had looked just five minutes into the future, he would have seen the benefits of storing those advancements until they could be utilized in another project.

1.5 Implement the Decision

Someone once said that a poor decision effectively and enthusiastically implemented is more effective than a good decision half-heartily adopted. Implementation of any decision requires three things:

1.5.1 Careful Planning

Here we set clear objectives, determine who does what, who is responsible, what resources are needed, establish monitors, procedures and the cost. Though Avro Canada and RCAF had carefully planned the design of the Avro Arrow to meet the threat of conventional war, their planning was based upon a weakness that exists in traditional planning: That weakness is forecasting future conditions and experiences and expecting little or no change in the present or future. Avro Canada and RCAF failed to build alternative scenarios, for example, the building of missiles by the Russians.

1.5.2 Evaluate the Safeguards

This is where we become a little pessimistic and prepare for things that could go wrong. This relates back to scenario building. Avro Canada and

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RCAF were not prepared for a change of military tactics by the Russians or a change in the Canadian government. When funding was stopped, they were not well-enough prepared to deal with the situation so as to save the project by successfully enlisting the support of the Americans, European buyers or new Canadian government.

1.5.3 Communicate the Decision

It is very important that we communicate the decision to everyone and motivate them to come on board with the decision. The RCAF and Canadian Liberal government clearly failed to do this, resulting in the loss of 15,000 Canadian jobs and Canada losing its cutting-edge position in aviation innovation.

1.6 Evaluate the Results of the Decision

No matter how well you have planned, there is always room for improvement. Hiccups will happen. Ask yourself such questions as, “Did our decision meet the desired outcomes? If not, why not? Can the problems be rectified?” We can always learn from our mistakes.

Neither the Canadian Liberal or Conservative governments nor Avro Canada sat down and evaluated their decisions. If they did, they would have found a way to salvage the Avro Arrow project in order to put them back on the cutting-edge of aviation technology. Canada has never regained that leading edge.

Though Avro Canada, RCAF and the Liberal government of Canada had progressed through the first two zones of transformational change - The Ending Zone and The Moulding Zone - because of ineffective strategic decision-making, they failed to enter the final zone - ‘The New Beginning Zone’.

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1.7 Case Study

Shakespeare’s play “Hamlet” highlights the necessity for effective decision- making to bring about effective transformational change.

This play is a tragic story of a young leader who, because of his inability to make effective decisions, could not take charge of a much-needed change. Shakespeare portrays Hamlet as a brilliant, perceptive, thoughtful, handsome young prince and excellent communicator but a very inept decision-maker. He was loved by Ophelia and a small group of followers - Horatio and Marcellus - who had very little influence in Denmark’s state affairs.

The play deals with Hamlet’s indecision and ineptness to carry out his decisions in spite of the fact that he had a clear vision of what to do. This eventually resulted in the deaths of eight people, himself included.

The play opens, typical of Shakespeare, with a whole lot of plots emerging at once. We quickly learn that Hamlet’s father, the warrior King of Denmark, has recently died and his brother Claudius, Hamlet’s uncle, has assumed the throne. To secure his claim, Claudius has married Gertrude, the king’s widow and Hamlet’s mother, within two months of the death of the king. Hamlet is angry with his mother’s decision. He feels that her bed has hardly grown cold. He says, “O, most wicked speed! To post with such dexterity to incestuous sheets.” Her action only serves to heighten Hamlet’s distrust of his Uncle Claudius. Claudius and Gertrude persuade Hamlet to put aside the grief of his father’s death and remain in Denmark. Reluctantly Hamlet agrees. To add to this, King Fortinbras of Norway threatens to invade Denmark.

As Hamlet is working through his grief over the death of his father, he has a frightening experience - meeting the ghost of his dead father! This

134 C H A P T E R 5: THE MOULDING ZONE encounter is also witnessed by Hamlet’s two friends, Horatio and Marcellus. The ghost reveals that his Uncle Claudius had poisoned his father in his sleep by pouring poison into his ear. The ghost then demands that Hamlet exact revenge, otherwise he is doomed to walk without rest through the nights. Hamlet quickly agrees to avenge his father. There is no ambivalence here. Hamlet commits himself totally and absolutely to the avenging of his father. Yet, for most of the play, Claudius remains very-much-alive and very much in control.

Why has Hamlet failed to keep his promise? As the play progresses, Hamlet begins to doubt the source of the vision even though the vision was also seen by Hamlet’s friends Horatio and Marcellus. (Ghosts were accepted phenomena in Shakespeare’s time!) The question that begins to trouble Hamlet is whether or not this ghost is an agent from hell or heaven. Hamlet then slips into a state of indecision and confusion as he struggles to convince himself that Claudius is the murderer of his father. In an attempt to convince himself that Claudius is his father’s murderer, he pretends to be mad so he can ask questions without raising suspicion. He then convinces a travelling troupe to perform for the king a play that re-enacts how his father was murdered. In order to convince himself of the king’s guilt, Hamlet watches the king’s reaction to the story. Hamlet says, “If he but blench I will know my cause.” The king, upon seeing the play, screams out in horror and rushes out to the chapel. Hamlet chases after him to kill him but when he enters the chapel he finds the king praying. He feels he cannot kill the king because the king’s soul would go to heaven and his own to hell.

Hamlet then turns upon Gertrude his mother, tells her everything and rebukes her for sleeping with his father’s killer. Ophelia, Hamlet’s girlfriend, is driven to madness because of Hamlet’s indecisive action and eventually kills herself. Claudius learns of Hamlet’s plot to kill him and hatches a counterplot to kill Hamlet by provoking Ophelia’s brother, Laertes, to

135 GROWING FUTURE LEADERS challenge Hamlet to a dual. The blades are supposed to be blunt. King Claudius, however, has arranged to sharpen them and tip Laertes’ blade with poison. For added measure, Claudius has poisoned a chalice from which Hamlet is to drink. Unknowingly, Gertrude (Hamlet’s mother) picks up the chalice and toasts Hamlet and drinks it. In the heat of the dual, both Laertes and Hamlet are cut by the poisoned sword. With his dying breath, Laertes tells Hamlet the plot. Hamlet, with his remaining strength, stabs King Claudius and makes him drink the rest of the poisoned chalice. Hamlet then dies. The play closes with the King of Norway coming in to take over the kingdom of Denmark.

As we look at the story of Hamlet, we see the things that a successful strategic leader should do and the things that this leader failed to do:

• We see firstly that Hamlet had a vision. • We also see that he was very innovative by pretending to be mad in order to gain information from his mother and uncle and by employing the troop of actors to reveal his uncle’s guilt. • He had no strategic intent. He announced his strategy too soon, saying that he would avenge his father’s death. He rushed into a risky venture without thinking about it. • He failed to establish a guiding coalition of support with his closest friends and so he had no powerful friends on his side. He should have sought the support of the King of Norway, thus changing an enemy into a coalition partner. • Hamlet was not a calculated risk-taker. He failed to take hold of opportunities when they presented themselves to him, as in his failing to kill King Claudius when Claudius on leaving the room as much as admitted his guilt. • Hamlet, obsessed with detail, failed to see the big picture of the threat from Norway and he ignored those whom he was leading.

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• Hamlet was lost in learned hopelessness somewhere between the Ending Zone and the Moulding Zone. He was trapped with the Big Scary Girl - the “What ifs”: “What if the ghost was a demon?” or “What if he kills the king and he goes to heaven?” • Hamlet failed to recogonize the heart-felt issues of tension amongst those close to him, namely his girlfriend, which resulted in her death. • Hamlet failed to develop a long-term strategic plan that would benefit his kingdom. Instead he was obsessed with the quick-fix action of killing his uncle. • Hamlet failed to carry out a SWOT Analysis to identify his Strengths, Weaknesses, Opportunities and Threats and so could not make good decisions. • Because Hamlet failed to establish priorities, he vented his anger on people he loved (as seen in the verbal attack on his mother) which resulted in the alienation of their support. If Hamlet had established a good guiding coalition, he would have had people to bounce ideas off and to help establish his priorities. The result was that when he finally acted, he acted inappropriately. • Hamlet failed to implement his decisions through careful planning, evaluating safeguards and communicating his decisions.

Because of Hamlet’s inability to make strategic decisions he could not lead, manage or follow. As a result he lost everything that was dear to him: his mother, his girlfriend, his kingdom and his life.

2. Mentoring and Coaching

As already stated, mentoring and coaching are skills used by transactional and path-goal leadership. They encourage innovation. Mentoring and

137 GROWING FUTURE LEADERS coaching are also important skills in maintaining and passing on to the next generation the strategic focus of transformational change.

John Hawkins states in his article ‘Mentoring Leadership’ that “Great Leadership requires great influence.” 33 This is quite a profound statement because it makes us aware that leaders emerge and develop consciously and subconsciously from the influence of the relationships and events they experience in life.

2.1 Gain a Tangible Image of the Real World

One of the things that a mentor does is allow protégés to gain a tangible image of the real world. I read of a little girl who went walking with her grandfather. When she got home she climbed up on her mother’s lap and said, “I want to have grandfather’s eyes.” Rather astonished, the mother said, “Why do you want your grandfather’s old eyes? You have such pretty eyes.” The little girl replied, “I want to see things as grandfather sees them.”

She said, “I want to see things as grandfather sees them.” At such a young age, she had already come to realize that certain things can only be seen through the eyes of someone much wiser.

In mentoring, this is firstly done by the mentor and protégé building a relationship. Secondly, the mentor then allows the protégé to see the world through the eyes of one who is much more experienced in life, by introducing the protégé to colleagues and by exposing the protégé to the rigors of their profession. Thirdly, it comes about by exposing the protégé to the urgency and benefits of the transformational change within the organization.

2.2 Influence on the Next Generation

For the mentor, it gives them the opportunity to have great influence on not only their own generation but also the next generation. The impact of

33 Hawkins, John 2002 Mentoring Leadership, Executive Excellence, vol 17, no. 37 138 C H A P T E R 5: THE MOULDING ZONE a mentor on the next generation to bring about transformational change in a society is seen in the life of Dr Martin Luther King. Dr Martin Luther King’s mentor was Dr Benjamin E. May, who was the Dean of Morehouse College. Before Dr May was the Dean of Morehouse College, he was the Dean of Howard University School of Religion. During this time he became fascinated by India. He eventually visited the country three times. On his visits he observed first-hand how the Indian people used nonviolent resistance to win independence from the British. After a personal conference with Ghandi, he became convinced that nonviolence as an active force used by the weak brings about change.

In 1944, Martin Luther King at the age of fifteen years went to Morehouse College to enter a profession that would help the black people of America. He was still unsure as to which path to take. It was during the chapel services that he became influenced by Dr May’s addresses on nonviolent activism. This transformed his life. Over many years, the two cultivated a unique and lasting friendship that nurtured each other’s leadership abilities and endured the many trials and tribulations of an ongoing worldwide cultural revolution.

After King’s assassination, his funeral was held on Morehouse College Campus where Martin Luther King had been mentored and guided under Dr May’s influence. Dr. May delivered the Eulogy for his beloved friend, in which he remarked: “Too bad, you say, that Martin Luther King died so young. I feel that way too, but as I said so many times before, it isn’t how long one lives, but how well. It’s what one accomplishes for mankind that matters. No! He was not ahead of his time. Every man is within his own star, each in his own time.”

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Through the mentoring efforts of Dr May, Martin Luther King was able to bring a transformational change to the social structure of American culture.

The Scriptures also give us many examples of successful mentoring, one being Barnabas and his impact on Mark and Paul. In Acts Chapter 13 we have the record of Mark’s failure as a missionary. However, in Acts Chapter 15 Verse 36, Barnabas felt that Mark should be given a second chance and he took Mark with him to preach the Gospel. A wonderful transformation occurred in Mark and there was a renewal of his fervor. So great was the restoration of Mark that, not only did Paul later recognize his fitness for the ministry as equal to his own apostleship (2nd Timothy Chapter 4 Verse 11), but Mark went on and became the first writer to give to the world the story of Christ in a Gospel that bears his name. Barnabas’ influence on Mark extended far beyond one generation and it is still, through his account of Christ, influencing us today and bringing transformational change in the lives of countless millions.

2.3 Defining Mentoring and Coaching

The roles of Mentor and Coach are very similar, with some subtle differences. It is these subtle difference at which we will now look.

2.3.1 Mentoring

Mentoring can occur in any aspect of life and works on a highly relational model that often endures for many years. It can be formally structured or spontaneous or grow over a period of time.

Mentoring is not done by the protégé’s immediate supervisors but rather by someone two or three levels higher in the organization. Mentoring is a relationship between a mentor and a protégé in which the mentor takes the protégé under their wing, becomes a role model and trusted counsellor. The

140 C H A P T E R 5: THE MOULDING ZONE mentor accepts the guiding role in order to develop knowledge and the skills of leadership in a younger or less-experienced member of the organization. The two or more organizational levels between the mentor and the protégé give the protégé opportunity to rub shoulders with senior executives in the organization and better understand how the organization functions. Also, such high visibility enhances the protégé’s opportunity for promotion when the time comes.

2.3.2 Coaching

Leadership and Management Coaching formally began in the mid 1980’s. Since then it has become one of the fastest growing areas in the consulting field, particularly in the executive world. Most people work with a coach for the same reasons they might seek a personal fitness trainer: they want to improve their performance and image.

A coach can help a person develop an agenda that focuses on building strength and sharpening skills in areas that need improvement. Personal coaching also relieves stress and burnout in protégés by helping them reclaim their time, come to grips with changes in an organization and to take responsibility for their personal growth and development.

Unlike mentoring, coaching is very formal and for a specific time only. The primary concern of coaching is behavioural change: equipping people with the tools, knowledge and opportunities they need to develop in themselves in order to become more effective in their performance.

Coaching of a protégé may be done by their immediate supervisor or by an expert coach from outside the organization. The latter method is often used for coaching top management.

People usually employ coaching and mentoring to obtain success in the following areas:

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• Career development • To improve personal performance and increase their effectiveness in an organization • To gain a better understanding of their personal strengths and weaknesses • To make fundamental changes in their behaviour, attitude, values and basic emotional intelligence • Facilitate transformational change within an organization

3. Teams of Cohorts

The strategic direction of an organization is maintained by building and leading teams of cohorts. This requires the integration of the skills of both transformational and transactional leadership. Teams led by the integration of transformational and transactional leadership are a powerful tool to take an organization through the fog and ambiguity of the Moulding Zone.

No great enterprise can be accomplished alone. The greatness of what we achieve is dependent on those who run with us. The term ‘cohort’ seems a very strange and negative term. It almost carries with it a criminal aspect when referring to the church. The term cohort originally referred to a band of about 500 Roman soldiers that constituted about one tenth of a legion. The Roman legions quickly recognized that the conventional way of fighting a war developed by the Greeks was unwieldy and too slow-moving, so they developed three lines of attack against the enemy. The first line of soldiers would attack the enemy. When they got tired, they fell back and a second line of fresh troops would suddenly emerge, shocking the enemy and winning the battle. If this failed, a third line of troops was called forward. These were called the cohorts. They did not merely line-up against the enemy. They were seen as clever men who would seek to out-manoeuvre the enemy in order to protect the Roman legion or to bring the final stroke

142 C H A P T E R 5: THE MOULDING ZONE of victory. These men were bound together by a strong determination to help each other. They realized that by co-operating they could achieve more than by working alone. Cohorts are brought together by a powerful sense of mission and they are empowered to accomplish the job.

Another requirement of Roman cohorts was that they had to be independently-minded men. Though they worked together as a unit, the Romans never blunted the soldier’s individual initiative to develop their individual gifting. In fact, the Romans saw such empowerment of the cohorts to be to their advantage as they were thus a greater threat to the enemy than were those who just blindly followed orders.

The powerful sense of mission that bound these men together is also seen in the term ‘fellow soldier’ that the Apostle Paul in Philippians Chapter 2 Verse 25 used to describe his relationship with Epaphroditus. It speaks of a comradeship that was built-up between two men who had together experienced many a desperate battle. In the case of Paul and Epaphroditus, those battles would have been with Satan and his forces as they established the church at Philippi. They were cohorts.

In the Old Testament, we have an excellent example of what it means to be cohorts with a powerful sense of mission. Exodus Chapter 17 Verses 8 to13 records the battle between the Israelites and the people of Amalek. Joshua led the Israelites into battle while Moses lifted his hands toward heaven in prayer. All the time that Moses kept his arms up in prayer, Joshua made headway against the enemy forces but as Moses’ arms got tired and began to drop, Joshua would lose ground against the Amaleks. Throughout the whole day, the battle floundered between the promise of victory and certain defeat. There were two men who observed this: Aaron the high priest and Hur, who held no significant position.

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When Aaron and Hur perceived the powerful sense of the mission of Moses and Joshua, they ran to Moses, bringing stones for him to sit upon and then they held up his hands until the victory was achieved. From the time that Aaron and Hur joined with Moses and Joshua, the battle went from a floundering project to a crusade. What happened? Aaron and Hur felt that they were an indispensable part of a vitally important enterprise.

During the latter part of the Second World War, a group of scientists was brought together under what was called ‘the Manhattan Project’. The purpose of the project was to build the first atom bomb. Due to the secrecy surrounding the project, the scientists were not told exactly what they were doing or why. The climate of secrecy led to a decline in morale, anger and confusion. The project began to flounder. Finally their leader Robert Oppenheimer called them together and told them not only what the project was but also the purpose of the project - the survival of the free world - which depended upon their efforts. Each of the scientists had a vital part to play. Immediately, the project became a crusade, as each participant saw themselves bound together with a powerful sense of mission, each having an indispensable part in a vitally important enterprise.

The source of Moses, Joshua, Aaron and Hur’s victory was also that they were cohorts bound together with a powerful sense of mission, each being an indispensable part of a vitally important enterprise. It is not different for us, as we have something far greater than the Manhattan Project. It is the project that God has for us as leaders. Each one of us has an indispensable part to play, just like Aaron and Hur.

The qualities needed to release teams of cohorts are the integration of transformational and transactional leadership styles.

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3.1 Transformational Leadership

The role of transformational leadership is to emphasize the future, influencing teams and cohorts in three ways:

Firstly, this is achieved by generating and inspiring a shared, compelling vision amongst the team. Each team member must see themselves as part of a great mission. This results in team-orientated behavior catering for the needs of others. In the business world it is called customer-orientated service. It was the inspirational efforts of Moses and Joshua that generated a shared vision, causing Aaron and Hur to, for the first-time, see themselves as part of a great mission and to look beyond their own interests to help others.

Secondly, this in turn releases intellectual stimulation whereby team members begin to think of long-term creative/innovative ideas and participate in (empowerment) programs to accomplish their mission. Just as the Roman’s never blunted the soldier’s individual initiative to develop their individual gifting and saw the empowerment of the cohorts to be to their advantage, so too did the great statesman, Thomas Jefferson. He said, concerning the development of human possibilities for the benefit of the growth of America, “We hope to avail the nation of those talents which nature has sown as liberally among the poor as the rich, but which perish without use, if not sought for and cultivated.” Using the transformational style of leadership, the leader is able to stimulate a team to think innovatively and creatively about the particular need of their organization. Such a leader inspires colleagues to identify the strengths and weaknesses of an organization and to pose new ways to improve the organization.

Thirdly, transformational leaders involve team members in participative decision-making (collecting information and assisting in the direction of change) and elective delegation (determining the responsibilities teams must

145 GROWING FUTURE LEADERS assume to accomplish the vision or change direction.) One of the secrets of the Roman cohorts was that Rome encouraged them in the participative decision-making process to overcome the enemy.

3.2 Transactional Leadership

While the transactional role of leadership is to capitalize on helping team members feel more satisfied with their job, it is very much concerned with the here-and-now. Thus it influences teams in three ways:

Firstly, transactional leadership clarifies the team’s expectations through challenging and realistic goal setting. The goals are to be stated in a positive format and are to reflect the benefits to the client. Robert Oppenheimer demonstrated the transactional role of leadership when he called together the scientists who were working on the bomb. He not only told them what the project was but also the purpose of the project. The survival of the free world depended upon their efforts.

Secondly, transactional leadership motivates the team’s performance through positive feedback. The team leader did this by expressing his confidence in the team members’ ability to keep-up the good work. This is seen in Rome’s confidence in its cohorts to save its troops and to bring the final stroke of victory. Team members will always rise to the occasion when they, through feedback, learn that their team is meeting its objectives.

Thirdly, transactional leadership celebrates team members’ achievements and rewards specific behaviour. Team members who are rewarded for their efforts will repeat those efforts. Rome rewarded its cohorts through financial remuneration and promotion, both within the army and the public sector. The scientists of the Manhattan Project, like Aaron and Hur, were rewarded by praise from a grateful nation.

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Teams, when led by an integration of transformational and transactional leadership styles, are a powerful tool to lead an organization through the fog and ambiguity of the Moulding Zone.

Conclusion

So we see that in order to complete any transformational change in an organization, it is very important as a leader to maintain strategic focus.

Though the Moulding Zone brings with it great uncertainty, it is however a very exciting, innovative and entrepreneurial phase through which an organization must pass. In this phase, we as leaders learn to harness the power of mavericks, quickly identify heart-felt issues of tension and deal with issues in a win-win manner. We become good decision-makers. The innovative and entrepreneurial spirit that has been birthed in the Moulding Zone needs to become an integral part of our organizational culture, even long after the initial transformational change has been brought into play. This entrepreneurial, strategically-focused culture will become the platform for other transformational changes. We also see that the transformational style of leadership, linked with the transactional style of leadership, brings about completed change in an organization.

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148 6

THE NEW BEGINNING ZONE

We will now look at the final zone of transition of change - the ‘New Beginning Phase’ as seen in the 2-T Model of Transformational Change - and the purpose of transformational change. William Bridgess and Susan Mitchell call this phase the Moving Forward phase.34 It requires letting go and beginning to behave in a new way. This can be quite disconcerting. The purpose of all leadership practice and behavior is ‘Anchoring Organizational Cultural Change’ to move forward in a positive way that has not been done before.

A. Anchoring Organizational Cultural Change

This practice and purpose of Anchoring Organizational Cultural Change has not suddenly come upon us at the final stage of change. Rather, it has always been part of our leadership practice. You will notice from our model that The New Beginning Zone was with us at the start of change. Therefore the leadership practice of anchoring organizational cultural change, the transactional style of leadership, has always been part of the process of change. However, at this point it takes on a major role. People do not enter

34 Bridgess, William and Mitchell, Susan 2000 Leading Transitions - Making the Most of Change, Addison-Wesley Publishing, p.3 149 GROWING FUTURE LEADERS

The New Beginning Zone based on date or time. Rather it has to do with timing of the mind and heart.35

To help you better understand this concept, let’s look at the part of Haggai - the Old Testament Prophet - in building the temple. The book of Haggai shows a nation passing through the three phases of the transition of change. Haggai lived and ministered in one of the lowest points in Hebrew history. The Jews had returned from exile to the homeland. The people of Israel had moved into the first stage of change. On a particular date, the people of Israel ‘Challenged the Present Organizational Culture.’ Things could not remain the same and the people could no longer remain in Babylon. They moved out of captivity. This was not their true beginning, it was their ending. These weary pilgrims did not find the land as their fathers had left it. They found a land ravaged by drought and famine, the economy on the skids. Because they had no strategic intent, no strategic long-term plan and no guiding coalition, they soon found themselves engulfed in a mind-set of despair and hopelessness, thinking only of themselves and how they could best survive.

Into this dismal picture steps Haggai, a faithful old man, who had a vision and a practical mission to restore both the temple and the nation’s pride. From a religious point of view, the temple symbolized God’s presence amongst His people. If the temple remained in ruins, there was little hope of a revival of faith in the midst of the people. Haggai’s vision was wed to practical realities. He knew that unless he could (by creating a strategic intent and building a guiding coalition) convince the rulers of the need to restore the temple, his vision would remain the stuff of dreams. Haggai did in four months of ministry what few have done in a lifetime. The Prophet Haggai’s mission was simply to stimulate and stir-up a lethargic people to a renewed consecration to rebuild the temple.

35 Bridgess, William and Mitchell, Susan 2000 Leading Transitions - Making the Most of Change, Addison-Wesley Publishing, p.50 150 C H A P T E R 6: THE NEW BEGINNING ZONE

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Picture the scene: a noble-hearted old man, Haggai, standing “in grey- hair might” amidst the ruins of Jerusalem, stimulating, encouraging both his own generation and the next with a long-term strategic vision that the blessings of God would return with the rebuilding of the temple of God. Haggai says in Chapter 1 Verse 4: “It is time for you.” The phrase deals with understanding or discernment of the times in which we live and getting our priorities in line with those times. God was asking Israel whether it was right for them to dwell in nice houses when the house of the Lord lay in ruins. They imagined that the time had not come for them to build the Lord’s house, when in actual fact the time had fully come. God was shifting their focus to the critical issue: the rebuilding of the temple.

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We see that once people have discerned the opportunity and the hour in which they live or the transition of change through which they are passing, they respond with heart and mind. This is seen in Haggai Chapter 1 Verses 12 to 14 where it says, “all the ... people obeyed the voice of the Lord... and they came and did work in the house of the Lord.”

Consider the people’s response to change once their hearts and minds were fully committed to the change. Each one came with a willing heart. No-one was required to be coerced or in any way dragged forth against his or her will. Nobody skulked or came forward with a grudge. They did not see themselves as mere workmen putting in their time, dragging themselves along with heartless indifference or hurrying up the job with the utmost speed and in a careless fashion. They all came with honest, earnest, business-like energy and a determination to do a good job and to do it well. Why? They came because the Spirit of God had stirred them from their apathy. The phrase in Verse14, “stirred up the spirit” when applied to people means “to arouse, to waken, to set in motion, to excite.” It also implies “a restoration of vision and the renewal of energy.” What Haggai was able to do was transfer the burden of his own vision and strategic intent to the leaders, Zerubbabel, Joshua and the people. The result was a moving forward out of the Ending Zone through the Moulding Zone into the New Beginning Zone.

Though Israel had passed through the first stage of the transition of change - “the letting go phase” - they were stuck somewhere between the Ending Zone and the Moulding Zone with the prospect of living forever with that Big Scary Girl. Haggai’s prophetic word launched Israel into the final stage of transition - the New Beginning Zone - and long-awaited change.

It was not until the people’s hearts and minds were changed that they truly began to find their identity and rebuild the temple. Until that time they were caught in the early stages of transition of change, trying to

152 C H A P T E R 6: THE NEW BEGINNING ZONE put their cup back together. They were lost in the fog of the Moulding Zone. It is the same with any group of people or individuals passing through the transition of change.

Though people don’t like the first two zones of transition, the letting go of the past of the Ending Zone and the fog of the Moulding Zone, they do however find security in their ambiguity. A slower pace and absence of a clear agenda gives them an excuse for their inactivity. It is only with the timing of the heart and mind that a person says, “Now I will be accountable for my actions. Now I will respond and put into action what I have learned in this experience, so that true transition is completed.” This response of the mind and heart happens when people feel they have the skills to implement that change. These skills are learned by taking advantage of the Moulding Zone through entrepreneurship, creative thinking and innovative activity.

This was certainly the case with Israel. The ambiguity of the situation, slower pace of religious life and the absence of a clear agenda gave them the excuse they needed to negate rebuilding the temple. However, when their minds and hearts accepted the word of God through the prophet Haggai, the temple was rebuilt.

It is no easier for a Christian passing through this last phase than for a non- Christian. However, we should undertake transition with a greater strength and power through the person of the Holy Spirit. In Haggai Chapter 2 Verses 4 to 5, the people were made aware of the presence of God with them in Verse 4, “I am with you” and Verse 5, “my spirit remains among you: fear ye not.” Both phrases concern the promise of God’s guiding, sustaining and abiding presence among the leaders of the people. The word “remains” in Verse 5 is translated in more-modern Bibles as “abides.” In the Hebrew language it denotes a continuous action, coupled with the phrase “my Spirit”, carrying the thought of a living being continually standing in their midst.

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The emphasis on the Holy Spirit in Haggai’s writing is quite outstanding. He portrays the Holy Spirit as being not only very much alive, stirring up the people, but also standing His ground and leading the people in their important work of restoring the temple. This then was their motivating force for not being afraid. The people were urged on to work because the Lord of Hosts was on their side. This was their true incentive to work.

Though the task was monumental and they lacked physical and human resources to rebuild the temple, yet they arose as one to complete the unfinished task of their fathers. Why? They were able to do this because the Spirit of God remained and stood with them.

If we go back to our 2-T Model of Transformational Change, we see that parts of our organization are at any one point in time in fact passing through all three stages of transition in greater or lesser degrees. This is important when considering the mind’s and heart’s role in completing the transition of change and the work of the Holy Spirit in our lives.

B. The Importance of Consolidating Organizational Cultural Change

Though continuous change is a part of our life in the 21st Century, there must however be a period of consolidation that allows for these changes to establish themselves. If this does not happen, then people will live in a state of turmoil.

Lewin called this the ‘refreezing’ aspect of organizational change. Tichy calls it the “re-weaving of the social fabric of the organization.” 36 Though change is very much part of life in the 21st Century, people and organizations cannot live on the adrenalin of change forever, nor can you as a leader. Change must be followed by a period of stability and consolidation of the gains achieved by the transformational change before you move on to the next

36 Tichy, Noel M. and Devanna, Mary A. 1990 The Transformational Leader John Wiley & Sons, p. 189 154 C H A P T E R 6: THE NEW BEGINNING ZONE transformational change project. The social fabric of the organization has to be spun into a new garment. It cannot be left in an unravelled mess.

By the time people reach the end of the transition of change, they are looking for new structures, strategies and culture to strengthen and stabilize their organization. They are looking for a framework or a culture in which to act. If the new culture of change is not strongly established in people’s lives, they will regress to the old way of doing things. This happens quite slowly at first but as time goes on it speeds up and within two years the old culture has intermixed with the new and you have a hybrid culture: not what you had before and not quite what you want.

Organizational culture refers to the shared values and expected behaviour of a group of people. It is a very powerful thing. It can exist and flourish even when there has been a complete change of membership within an organization. The old organizational culture is often locked into issues of tension, as previously discussed. These unresolved heart-felt issues of tension will subtly uproot the new organizational culture that we have worked so hard to establish.

In one of my seminars in New Zealand, an Anglican Vicar related a story about the impact of not having organizational culture firmly established, with the old organizational culture being still alive and well in the midst of a seemingly-successful new organizational culture. This Anglican Vicar told us about another Vicar who took on a new church and, to facilitate a transformational change that he felt God was directing, it was necessary to rearrange the positioning of the furniture in the church. He found that all the furniture, with the exception of the pews, was bolted down to the floor. To move the pulpit and baptismal font, the Vicar needed permission from the Bishop, which to his delight he received. The Vicar went ahead and unbolted the pews and moved everything to their new positions, very

155 GROWING FUTURE LEADERS pleased with his successful transformational change. He continued along the new path of transformational change for twelve years, thinking all was well. He failed to notice that there were serious heart-felt issues of tension within the church. At the end of twelve years he accepted a calling to another parish. The day the Vicar left, the caretaker of the church and other members of the church came and bolted the furniture back in the same spot it had been twelve years previously! If we have not effectively dealt with issues of tension, transformational change will not last.

We need to give time and effort to ensuring that old behaviour patterns have been successfully replaced by new agreed-upon behaviour patterns and that the old culture has been successfully replaced by a new agreed-upon culture. Establishing the new culture is like planting a new tree near an old tree that has been cut down but its roots have not been fully removed. When you plant a new tree, you need to constantly water it because its roots are shallow. With the old tree, you need to constantly look out for roots springing-up and you need to cut and dig them out. This daily watering of the new tree and the digging-out of the old tree-roots allows the roots of the new tree to go down into the soil. Without that watering and digging, the new tree of your organizational culture, at which you have worked so hard, will wither and die. You could end up with a hybrid organizational culture: a combination of the old and new.

C. How to Consolidate Organizational Cultural Change

When consolidating organizational cultural change, it is important that you remember three things: Firstly, preserve your core ideologies. Core ideologies are those purposes and values that hold your organization together and give it direction. Secondly, organizational cultural change helps members develop a collective identity. Thirdly, organizational

156 C H A P T E R 6: THE NEW BEGINNING ZONE cultural change helps determine how your organization meets its goals and deals with outside forces.

There are several methods of consolidating organizational cultural change:

1. Recognition and Celebration of Short-term Achievements

Though this section is dealt with at the end of a cycle of change, it is something that should have been in operation at the very beginning of change as it links back to the leadership practice of inspiring a shared long- term vision and the leader’s tool of achieving small wins.

Often as leaders we forget the value of recognizing and celebrating short- term achievements in bringing about an organizational cultural change. We need to understand that people will repeat and maintain behavior that is recognized and celebrated and that they will avoid, drop or forget behavior that is not recognized and celebrated. Too often, we treat people’s accomplishments as part of their normal job. We think it’s just what they do and it requires no unique recognition. How wrong we are.

For the follower, recognition and celebration of short-term achievements builds self-confidence and expertise. Followers are more likely to move from the Moulding Zone of change to the New Beginning Zone of change if they have self-confidence in themselves to create a lasting beneficial change. If they don’t, they will immediately begin to backslide into the old way of doing things.

For leaders and their guiding coalitions, recognition of short-term achievements offers them feedback and gives them the opportunity to fine- tune their vision and strategies.

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For the organization, it maintains momentum and direction by providing proof to the skeptics that sacrifices are worth it, as well as focusing people’s energies and drive.

While private recognition such as personally phoning and thanking people for their contribution to the organization’s mission, writing a letter or inviting them to a small office party are important, they do little to set an example for others to follow. Building a culture is about people following an example or model and that is why it is so important to publicly recognize people’s contributions and achievements. Public recognition builds people’s self-esteem and empowers them. Confident and empowered followers bring about eighty to ninety percent of organizational cultural change and the leader does the rest.

The director of OMF Canada related a story that shows the impact of public recognition. He was invited to speak at another missionary organization in Toronto, Canada. This organization had just moved into their new building. Evidently it was quite a mammoth task. Just before the director of OMF rose to speak, the director of the missionary organization stood up with a bunch of bananas. He then proceeded to call out each one of his staff by name and publicly thank them for their individual contribution in assisting the move and in the setting-up of the new offices. He gave each one a banana. Following this, they went on to walk through their new premises. The director of OMF said the impact on the staff was amazing. Each one had a sense of pride, satisfaction and ownership of the new premises. It is amazing what public recognition can do, even if you are just getting a banana!

2. Symbols

Leaders consolidate organizational cultural change by the use of symbols. Symbols are objects, acts or events that are used in every society to convey

158 C H A P T E R 6: THE NEW BEGINNING ZONE beliefs, values and practices to the members of that society and others. Leaders throughout history have used symbols as a means “to find meaning in chaos, clarity in confusion and predictability in mystery” 37 and to define the purpose of an organization. These symbols will be embodied in a logo, a painting or an object. A good example is the famous painting of the French revolution. The woman in the centre of the picture leading the revolution symbolizes the inner strength of liberty and freedom in each individual. Another is the Statue of Liberty given to America by the French: a symbol of hope and freedom for the oppressed.

Ghandi successfully used the symbol of salt to mobilize millions behind his leadership. In 1930, Ghandi was struggling politically to gather support for the nonviolent removal of British rule in India. At that time, salt was used so extensively in the national style of cooking and was a commodity in short supply, salt had become a source of power in India. The British knew this and monopolized its collection and distribution. Only the British Government officials were allowed to collect salt and distribute it. They also put upon salt a tax that was especially burdensome to the poor, lower-class Indians.

Ghandi decided that he would walk from Ahmedabad to a place called Dandi on the shore of India - a journey of 320 kilometres - to collect salt in defiance of the British rule. His supporters in India and England warned that this was very dangerous and he could be imprisoned for doing such a thing. Ghandi insisted that he and his supporters would be safe if they maintained a disciplined, nonviolent march. He convinced the British government of India of his plan and was permitted to walk the 320 kilometres to the coast. When Ghandi began his walk, he had limited support but each day it grew until thousands were walking with him. After twenty-four days, Ghandi reached the shore of India to collect salt. He was greeted with celebration from the Indian people and frustration from the British government. From

37 Bolman, L. G. and Deal, T. E. 1991 Reframing Organisations: Artistry, Choice, and Leadership, Jossey-Bass Publishers, p. 219 159 GROWING FUTURE LEADERS that day on, the British never regained the balance of power in India. Finally, in 1947, the British Labour government gave India its independence.

The Old Testament uses symbols to mobilize followers behind their leader. The rebuilding of the temple mobilized Israel behind the leadership of Haggai, Zerubbabel and Joshua. In the Old Testament, symbols were used as an expression of God’s love and care for his people. In Song of Solomon Chapter 2 Verse 14 and Chapter 6 Verse 4, it says “his banner over them is love” and that banner is an army of protection. Coy Barefoot says: “Effective leaders know how to make symbolism work for them. They understand that powerful messages can be communicated without saying a word.” 38

3. Rituals and Ceremonies

Leaders use rituals and ceremonies to provide direction in the unchartered waters of change. Rituals are different from ceremonies. Rituals often show us significant assumptions about the nature and destiny of people and organizations in which we are involved. Rituals give structure and order to our daily lives. Rituals may be eating lunch at certain times, reading the Sunday paper, going to church on Sunday morning or having a WECOC (well-earned cup of coffee) to take the stress out of life.

Why are rituals so important in our lives? Rituals give a fixed point in our lives from which we can confront unforeseen events. Rituals are like lighthouses or the anchors that ships drop. They give the ship a fixed reference point but at the same time allow freedom to move upon an unpredictable sea. As previously mentioned, changes come when we break rituals in our lives. Even breaking the ritual of a morning cup of coffee can bring uncertainty in our lives.

38 Barefoot, Coy 2002 Thomas Jefferson on Leadership, Penguin Group, p.185 160 C H A P T E R 6: THE NEW BEGINNING ZONE

In an organization, rituals are the way we do things. In transformational change, they are the new way we do things. They are embodied in policies and procedures and new structures. If a new or old member wants to remain in an organization, they will quickly learn the new rituals.

Ceremonies on the other hand are much grander and less frequent than rituals. Ceremonies are special times to think, to share feelings, to focus on the vision and mission of the organization. Ceremonies not only have special meaning for the members of an organization. They often have a spiritual message for the members. Examples are weddings and water baptisms, rallies and banquets. Leaders use ceremonies as a dramatic platform from which to reinforce values, spiritual lessons, celebrate special achievements and present rewards. Ceremonies are used by leaders as a means for members to express enthusiasm and express an opinion or even discontent, such as choosing a candidate for parliamentary office. Members of organizations often look forward to ceremonies because they create a special bond amongst them by giving them public identity.

Here are a few guidelines to keep in mind when creating a ceremony:

• A ceremony should be loud enough to be heard. • It should be simple enough to be understood. • It should be interesting enough to hold attention. • It should make everyone a participant. • It should touch the emotions.

Rituals and ceremonies are important in consolidating organizational cultural change. They stabilize an organization, bring reassurance to members, express care amongst members and convey messages to members that all is well. They are an educational instrument to instruct people in the vision and mission of the organization. In the Old Testament, God used

161 GROWING FUTURE LEADERS rituals and ceremonies as a way to educate and instruct people concerning His mission and vision of salvation for mankind through Christ.

4. Specialized Language

Language is very important in consolidating organizational cultural change. New organizational cultural change creates its own language by adding or altering vocabulary in order to express its ideas and new understanding. The computer age introduced numerous alterations to words and meanings, for example ‘the mouse.’

Leaders use these concepts to promote their vision and ideology of change. Leaders use specialized language and stories as a means for describing abstract and symbolic meanings of the organization, as a means of communication and co-operation, of acquiring, storing and passing on knowledge that is fundamentally important for the organization’s transformational change. Leaders express new cultural values through written public statements such as mission statements, newsletters and through face-to-face communication with individuals and in group gatherings.

5. Training

The training and professional development of staff is another means of ensuring the anchoring of new organizational culture. Staff development should be directed towards innovative teaching and learning that will accomplish two things: Firstly, support the vision of the organization. Secondly, provide the follower with professional and personal growth. An organization should annually allocate funds for the professional development of staff. The commitment to the training and professionalism of staff may be expressed in various ways: subsidized formal education conducted by other agencies, engagement in mentoring relationships, attendance at relevant conferences/workshops and provision of study leave.

162 C H A P T E R 6: THE NEW BEGINNING ZONE

D. Nehemiah Syndrome

If we look at the life of Nehemiah, we see that he is an example of a leader who did not understand the importance of consolidating change or the power of organizational culture. We find in the early chapters of Nehemiah that he introduces transformational change and takes people successfully through the first two zones of change. Unfortunately he does not remain in Jerusalem to ensure the people pass successfully through the final zone of The New Beginning. When he returns some years later, Nehemiah finds that the people have gone back to their old culture of greed and violence and turned against one another. The new culture he had worked so hard to implement was destroyed by the old culture. There is no indication that Nehemiah was able to effectively re-establish the new culture.

It is very important that you spend time strengthening the new culture you have developed through change as it is the channel that will orchestrate the new organizational behaviours necessary to create a meaningful transformational change.

This is where transactional leadership is especially important. This style of leadership fosters and encourages better organizational effectiveness and performance, as well as handling small mundane individual aspects of consolidation.

Notice also that bringing about organizational cultural change is the last thing we do and not the first thing we do. Why? It comes last because new organizational cultural changes will only be accepted after people have seen the benefits of the changes over a period of time and can then draw a connection between their new actions and prolonged, improved performance of the organization.

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E. Marathon Effect

As previously discussed, people do not enter The New Beginning Zone based on date or time but rather it has to do with timing of the mind and heart. Since it’s a matter of the timing of the heart, it means that the people in an organization you are leading arrive at different times at this final zone of The New Beginning. It’s often called the City Marathon Effect. Imagine a city marathon race with 10,000 people. At the front of the race you have the Olympic runners. These are followed by the amateur runners and then there are the fitness freaks. Finally taking up the rear is Dad, Mum, the kid in the pram and the family dog. The gun is fired and the race begins. The African Olympic runners are off like a flash, closely followed by the Europeans. They are enthusiastically followed by the amateur runners and fitness freaks, all jostling to make an impression. Right at the end of pack is Dad, Mum, the kid in the pram and the family dog. They don’t even know the gun has gone off or that the race has started. They are too busy with life. By the time the first runners are half-way through, Dad, Mum, the kid in the pram and the family dog have just realized the race has begun. By the time the leaders have almost finished the marathon, the family is barely moving. The race is long over by the time Dad, Mum, the kid in the pram (and the family dog!) finally cross the finish line. This is how transition affects an organization. We are not all crossing the line together. The writer of Hebrews Chapter 12 Verses 1 and 13 to 15 reminds us that we are all in a race surrounded by a cloud of witnesses, then he tells us to make our paths straight. The picture that is coming through the Greek text is that we are to remove boulders and stumbling-blocks. You often see Olympians doing the same thing so that the track will be in their favour. The text also carries with it the thought of clearing the way to provide a path of blessings. Why? We clear the path so we can finish the race! Yes! However, it is not only for our own sakes but also so that those less able or the ‘lame’ (a direct translation of the original Greek used

164 C H A P T E R 6: THE NEW BEGINNING ZONE in this Scripture) will not falter and stumble in the race. The writer tells us to look out for one another so we may all finish the race. It is not who gets over the line first or who gets the crown first but rather that all those involved in the change eventually get over the line.

Conclusion

So we see that consolidating organizational cultural change involves a step- by-step transactional style of leadership. Without this transactional style of leadership, all the transformational changes we wish to implement will never be completed. Our organizations and churches will resemble unravelled, woollen sweaters. Those followers who have begun this marathon race of transformational change with us will find themselves in a constant state of readiness and expectation yet never accomplishing anything. They will become frustrated and alienated from us as leaders. The result will be that they will both give-up and abandon us or become troublesome, cynical, alienated followers lacking vision for growth. On the other hand, when transactional leadership is integrated with transformational leadership we will gather around us exemplary, empowered followers who will achieve great things for God.

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166 7

FINAL THOUGHTS The Heart of Transformational/Transactional Leadership is Creating Wealth for Others

The heart of transformational and transactional leadership is creating a lasting wealth for others, as seen in the life of Christopher Wren who met opposition, not only from the sheer weight of the task of reconstructing St Paul’s from rubble but also from parliament and the church. It took the intervention of King Charles II, who acted as his patron, to ensure he had enough time to complete the work. We find a similar account in the life of Haggai in the reconstruction of the temple. At any time, both men could have given way to those power structures that were over their lives but they didn’t. Why? They stood their ground because, at the heart of transformational/transactional leadership is a desire to create a lasting legacy of wealth not only for the present generation but also for succeeding generations.

When you go into St Paul’s Cathedral, you will find under the Dome a coloured marble pavement in the design of a compass. It carries the Latin epitaph of Christopher Wren: “Beneath lies buried the founder of this church and city, Christopher Wren, who lived more than ninety

167 GROWING FUTURE LEADERS years not for himself but for the public good. Reader, if you seek his monument, look around you.”

Transformational and transactional leaders create wealth for others because they choose what can be, as opposed to what is. Wren looked at the gravestone with the words RESURGAM - “I shall arise again” - and his heart was gripped with passion to choose what can be, as opposed to what is. Transformational and transactional leaders ensure that their visions and plans are achieved in a way that is best for all those whom they serve. As leaders of the church, the wealth we create for others is not found in a stone Cathedral but in a Heavenly Temple not created by the hands of men but by the hand of God. Halleluiah! Praise God!

Godly, transformational/transactional strategic leaders like Christopher Wren and Haggai have a firm, fixed determination not only to take possession of what they value but to transform it into a lasting wealth for those whom they serve.

The integration of transformational and transactional leadership styles may seem to be a quantum leap in your present leadership style. The leaders who make this quantum leap in their leadership style by incorporating the skills of both transformational and transactional styles will build more highly-motivated teams with greater cohesion. The newly-empowered teams will be able to bring about effective transformational change within an organization and wealth to its members.

Coming back to our case study of the broken cup of coffee, notice that it is the individual who has the ability to change - not the cup. We as individuals have the ability to survive the transition of change and go on to achieve greater things in God.

168 C H A P T E R 7: FINAL THOUGHTS

Allow me to close with this verse of Scripture from Joshua Chapter 1 Verses 5 and 6: “I will not leave you nor forsake you. Be strong and of good courage, for to this people you shall divide as an inheritance the land which I swore to their fathers to give them.”

James Clawson in his book, “Level Three Leadership” states that, “Truly effective leaders don’t start out wishing to be leaders... rather... Truly effective leaders begin with a cause, a purpose, a goal that serves fellow citizens.” 39 This is seen in the life of Joshua as he begins and continues his leadership, not because of a desire to be leader but rather because he has a goal to serve his fellow citizens. We see in Scripture that he is given a great and wonderful commission and cause to ensure that each of the people of Israel receive their rightful inheritance that God had prepared for them.

Like Joshua, our position of leadership in the church has not grown out of a desire for the position of leadership. It has grown from a God-given divine commission, cause and purpose that is to see that the saints of God receive their rightful inheritance that God has given to them as a gift.

Our leadership is not accomplished by our own strength but by the strength and the presence of God. In this book we have discussed leadership practices that we as leaders can use to enble us to effectively divide an inheritance for the saints of God.

It is now TIME for a WECOC. You have earned it!

39 Clawson, James 2002 Level Three Leadership, Prentice Hall, p. 93 169 GROWING FUTURE LEADERS

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Lukaszewski, James ( Aug/Sep, 2001) See You at the Table… How to Develop the Mind of a Strategist. Communication World, San Francisco.

Lynch, Larry (January, 2001) Sustaining Innovation: Walt Disney Instilled How. T D Alexandria.

Maher, Karen (August, 1997) Gender-related Stereotypes of Transformational Leadership. Sex Roles, New York.

Markides, Constantinos (Spring, 1997) Strategic Innovation. Sloan Management Review, Cambridge.

Maxwell, John (1999) Failing Forward. Thomas Nelson Inc., Nashville.

Mayer, Douglas (1999) The Classis Touch. Contemporary Books, Illinois.

Mizrahi & Rosenthal (January, 2001) Complexities of Coalition Buildings: Leaders’ Success, Strategies, Struggles and Solutions. Social Work, New York.

Morton, Clive (August, 1995) Essential Steps for Running with Organizational Change. People Management, London.

Nahavandi, Afsaneh (2001) The Art and Science of Leadership. rd3 Edition. Prentice Hall, New Jersey.

176 REFERENCES

Nutt & Backoﬀ (December, 1997) Facilitating Transformational Change. The Journal of Applied Behavioral Science, Arlington.

Orr and Zotz (July, 2000) Surviving and Thriving in Organizational Change. University of Illinois & North Dakota State University.

Peterson, Hayes Ann (May, 1999) The evolution of the CEO. Credit Union Magazine, Madison.

Philips, J. (2003) Avro Arrow. Historica Students, www.histori.ca/students/studentProject

Ramey, David (1992) Leading Strategic Organizations. www.strategicleadership.com/edge/summer92.htm

Robinson, Graham (Sep/Oct, 2000) Innovation & Entrepreneurship. The British Journal of Administration Management, Orpington.

Roger, Robert (Dec 1995/Jan 1996) Apollo 13: Lessons for going forward in space. Executive Speeches, Dayton.

Robson, John (2001) Surviving the Transition Zone that Accompanies Change. www.selfgrowth.com/articles/robson.html

Rowe, Glen (Feb 2001) Creating Wealth in Organizations: The Role of Strategic Leadership. The Academy of Management Executive.

Schad Tilman (April, 1998) Product Innovation: No Mystical Art, but a Vital Leadership Strategy. Machine Design, Cleveland.

Scarborough and Zimmer (2000) Eﬀective Small Business Management. Prentice Hall International, Australia.

Schwartz, Peter (1991) The Art of the Long View. Double Day Press, USA

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180 SIX SESSIONS FOR GROUP DISCUSSION STUDY GUIDE LEADING TRANSFORMATIONAL CHANGE NEW THINKING LEADS TO NEW HORIZONS

T O N Y K E Y S D.MIN: D.D: M.MIN: M.A.(Leadership): M.MGT: B.A.(Bib.Th). GROWING FUTURE LEADERS: STUDY GUIDE

182 INTRODUCTION

LEADING TRANSFORMATIONAL CHANGE New Thinking Leads to New Horizons STUDY GUIDE

Leading an organization through transformational change is a daunting experience for any leader and leadership team.

This small group Study Guide is designed to provide principles that will enable you and your leadership team to move through this daunting experience and start you on the process of leading your organization forward. The Study Guide will allow you and your leadership team the opportunity to analyze, discuss and implement the skills of transformational and transactional leadership needed to bring about transformational change as seen in the 2-T Model of Leadership. It will also provide the opportunity to prepare yourselves as leaders for the human response to change and to gently guide all members of your organization through transformational change.

This small group Study Guide is divided into six sessions to be completed over six weeks.

Each session is divided into three parts and should take about sixty to ninety minutes.

183 GROWING FUTURE LEADERS: STUDY GUIDE

Personal Study

People need time to sit and absorb the topic of transformational change and what it means to an organization. The personal study section allows individual members of the leadership team to personally reflect upon the process of transformational change within their organization and to prepare themselves to participate in the discussions.

Group Discussion

All members of the leadership team should have read the allocated session of the book titled “Leading Transformational Change” and answered the questions in the Study Guide before arriving at the discussion group.

The discussions are designed to help the leadership team identify and analyze the main issues they will have to face in leading their organization through change. You will find as the group leader that members of your leadership team will want to discuss other issues, as highlighted in the Open Leadership Team Discussion section. Be sure to limit these discussions to only the material being covered. The discussion groups will give you the opportunity to discuss in a non-threatening atmosphere individual issues as they present themselves.

Reflection and Prayer

The transformational change that God desires for your organization can only be achieved as you are directed by the Holy Spirit. At the end of each session, opportunity is given for you and your leadership team to reflect upon and pray about a particular aspect of transformational change that might have an impact upon your organization. Allow time for God to speak to you and your leadership team on the issue raised in this section and in any other area He might wish speak to you.

184 THE ‘2-T MODEL’ of Leading Transformational Change and Transformational Leadership THE 2-T MODEL

In this session, we begin the journey of bringing your organization through transformational change. We start by looking at what transition is and its

effects upon an organization. Next, we shall look at what transformational S E S S I O N 1 change does. This session will close by examining the necessary integration of transformational and transactional leadership to bring about transformational change.

Before you begin each of your personal study sessions, take time to pray and ask God to open your heart to the things He wants to teach you about transformational change.

Personal Study

Question 1 What are the two things in Isaiah 40: 18-19 concerning the transformational change that we are told God is going to bring about through us as leaders?

185 GROWING FUTURE LEADERS: STUDY GUIDE

Question 2 What is the difference between ‘turnaround change’ and ‘transformational change’?

Question 3 In Romans 1:1, there are two word pictures painted by the use of the word ‘separated.’ What are they?

Question 4 What are some of the characteristics of a transformational strategic leadership style?

186 Question 5 What are some of the characteristics of a transactional strategic leadership style?

Question 6 THE 2-T MODEL

Name three questions being asked of every leader who wants to bring : about transformational change within any organization?

1. S E S S I O N 1

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Question 7 The success of an organization and its members in passing through transformational change depends on passing through the three zones of transition of change. What are these three zones of transition?

Question 8 What are two assumptions leaders make concerning change?

Question 9 Individuals and organizations don’t have a problem with surviving change. They have a problem with

188 Question 10 Dai Williams a Chartered Occupational Psychologist says: “If understood and supported these transitions can , if not they can lead to serious .” *

Question 11 Transition is an important period in our lives. What people don’t realise is that it takes between to months. THE 2-T MODEL

: Question 12 In your own words, explain The Coffee Cup Syndrome. S E S S I O N 1

Group Discussion

Discussion 1 Use Isaiah 40:18-19 to discuss the difference between turnaround change and transformational change.

* (ref.p.22) 189 GROWING FUTURE LEADERS: STUDY GUIDE

Discussion 2 Discuss the diﬀerence between transformational and transactional leadership styles and the need for these two styles of leadership in an organization.

Discussion 3 Look at the three questions asked of all transformational leaders and how these three questions relate to your own situation as the leadership team of your organization. Record your findings for future reference.

Discussion 4 Use the 2-T Model of Leading Transformational Change to discuss the integration of transformational and transactional leadership in bringing about organizational transformational change and the human response to that change.

Discussion 5 Use the Coffee Cup and the Big Scary Girl syndromes to discuss the human response to organizational transformational change and how transformational change might effect your organization

190 Open Leadership Team Discussion

From this session, choose an area that you and your leadership team feel is relevant to the present state of your organization and spend the next half-an-hour discussing it. Record your findings for future use. THE 2-T MODEL

Reflection and Prayer S E S S I O N 1

This is a very important part of your study time as a leadership team. The Psalmist in Psalm 133:1 says, “How good and how pleasant it is for the brethren to dwell in unity.” Successful transformational change is only achieved when there is unity of purpose among all the members of an organization’s leadership team.

Review Romans 1:1. As the leadership team of your organization, what do you believe are the horizons God has for your organization to cross over? Once you have done this, come together and pray, asking God for the following things: Firstly, to bind each of you together as a leadership team in a unity of purpose. Secondly, that God will open before you more clearly the direction in which He is taking you, creating transformational in your organization. Finally, that as the leadership team you will gain a clear understanding of and be able to implement the principles of transformational change.

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Ideas and Notes

192 THE ENDING ZONE - THE JOURNEY BEGINS Challenging the Present Organizational Culture THE ENDING ZONE (PART 1)

We now begin our journey of leading transformational change in an : organization. You will notice that our journey of change begins with an ending: an ending to the status quo or the old ways of doing things. The end is usually initiated by some sort of crisis that causes the strategic leader to

Challenge the Present Organizational Culture followed by the forming of a S E S S I O N 2 dynamic coalition to assist in bringing about the change.

In this part of the study, we shall look at the first of the strategic leadership practices as seen in the 2-T model: Challenging the Present Organizational Culture.

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Personal Study

Question 1 Transition begins with an and ends with a . People don’t resist change, they resist

Question 2 The result of an organization or individual entering into transition or change is that they experience a accompanied by a deep sense of

Question 3 Name some of the ways people express their grief over the sense of loss and vulnerability that change brings in their lives.

Question 4

The crisis allows the transformational leadership team to

194 Question 5 An effective challenge to the present organizational culture doesn’t just happen. It requires that the strategic leader become

Question 6 Organizations that are not strategically focused THE ENDING ZONE (PART 1)

: Question 7 In Nehemiah 6:2, we see that a leader should not become the victim of S E S S I O N 2

Question 8 In challenging the culture of our organization to bring about the intended real transformation change, we will focus on

195 GROWING FUTURE LEADERS: STUDY GUIDE

Question 9 Strategic thinkers are leaders who are constantly challenging

Question 10 Strategic thinkers are deeply concerned with the organization’s

Question 11 A vision gives an organization

Question 12 Strategic intent is

Question 13 Strategic leadership planning teams are driven by

, make highly efficient use of and are characterized by

196 Question 14 What are the six methods a strategic leadership team can use to formulate strategies?

3. THE ENDING ZONE (PART 1)

4. S E S S I O N 2

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Group Discussion

Discussion 1 What impact would the lack of strategic leaders have on the future growth of churches and non-profit organizations?

Discussion 2 Identify and discuss how individuals in your own organization and church history have been able to bring a sense of urgency or strategic intent in their sphere of influence.

Discussion 3 Why is it vital that the transformational leader’s vision is supported by a long-term strategic plan?

Discussion 4 This discussion requires that you undertake two activities. First, conduct a Growth/Share Matrix Analysis of every department in your organization. Second, conduct a S.W.O.T. analysis of your organization. Once you have completed these two activities, discuss possible strategies that would create transformational change in view of the long-term objectives and core competencies of your organization.

198 ��

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�� THE ENDING ZONE (PART 1)

�� : S E S S I O N 2

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199 GROWING FUTURE LEADERS: STUDY GUIDE

Open Leadership Team Discussion

From this session, choose an area that you and your leadership team feel is relevant to the present state of your organization and spend the next half- an-hour discussing it. Record your findings for future use.

Reflection and Prayer

In Joshua 1:6, we have Joshua’s mission given to him from God to divide an inheritance amongst the people. In chapters six to twelve of the Book of Joshua, we have the three strategic visions (Central Campaign - Chapters 6 - 8; Southern Campaign - Chapters 9-10 & Northern Campaign - Chapters 11-12) and the strategies he employed. Take time to reflect upon the progressive visions God wants to reveal to your leadership team to accomplish the mission He has for you in your part of the vineyard.

Ideas – Notes

200 THE ENDING ZONE - THE JOURNEY BEGINS Creating Dynamic Guiding Coalitions

We are now going to look at the second strategic leadership practice that a strategic leadership team uses in order the move their organization through the Ending Zone. This is Creating Dynamic Guiding Coalitions. The strategic leader knows that once having challenged the present organizational

culture, developed a vision and a long-term strategic plan, they must gain THE ENDING ZONE (PART 2)

: support from followers to undertake the transformational change.

Strategic leaders are coalition builders because they know that no one individual, no matter how charismatic and exceptionally capable, can lead and manage dozens of change-projects at once. Nor is it possible in this fast- S E S S I O N 3 moving world for any one leader to possess all the information necessary to make effective non-routine decisions.

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Personal Study

Question 1 Plans are either implemented by coalitions made-up of individuals and teams or

Question 2 The difference between networks and coalitions is

Question 3 The story of the space shuttle Challenger shows us five things about coalitions: 1.

202 Question 4 One of the ways strategic leaders build coalitions is by formulating common that are the outcome of

Question 5 What is Group/think and what is its impact on an organization’s growth?

Question 6 Why is it important for leaders to be connected to external power structures? THE ENDING ZONE (PART 2)

Question 7 One of the biggest stumbling blocks to building effective coalitions in leadership is the lack of S E S S I O N 3

Question 8 Coalition leaders should have good skills to support their leadership abilities.

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Question 9 What are the three phases to achieving small wins in your organization? 1.

Group Discussion

Discussion 1 In what way will the forming of powerful coalitions both inside and outside your organization assist in achieving the objectives/goals of your organization’s strategic plan and also create ownership of the plan by members of the organization?

Discussion 2 From the section 2.1 - Organizations are Coalitions - discuss how the five things identified regarding organizations and coalitions might affect transformational change in your organization.

Discussion 3 Discuss how using Charles Seashore’s Criteria of Coalition Members will influence your organization’s choice of coalition members.

204 Discussion 4 Using the results of your discussion and investigation of Growth/Share Matrix and SWOT analysis of your organization, identify and discuss with which organization or individuals your organization could form a coalition to achieve its mission.

Discussion 5 What effect does creating short-term wins have on maintaining the motivation of the leadership team and followers?

Open Leadership Team Discussion

From this session, choose an area that you and your leadership team feel is relevant to the present state of your organization and spend the next half-an- hour discussing it. Record your findings for future use. THE ENDING ZONE (PART 2)

Reflection & Prayer

Look back over the life of King David as recorded in I & II Samuel and take S E S S I O N 3 time to consider and discuss David’s skill as a coalition builder. Then, as the leadership team of your organization, ask God to lead and direct you to the right coalition partners for the growth of your organization.

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Ideas - Notes

206 THE MOULDING ZONE Fostering an Entrepreneurial Spirit

We are now going to look at the Moulding Zone. This is a very exciting part of the transition of transformational change as the Moulding Zone is the place of our greatest creativity, innovation and entrepreneurship. You will see from the 2-T Model that the Moulding Zone is initiated by Fostering an Entrepreneurial Spirit. This is the third Strategic Leadership Practice of creating transformational change at which we shall now look.

The Moulding Zone is also the place where as individuals and organizations we make some of our most important decisions in life. In an organization,

this is facilitated by the strategic leadership practice of Maintaining Strategic THE MOULDING ZONE (PART 1)

Focus at which we shall look in our next session. :

Personal Study S E S S I O N 4

Question 1 In an organization, the Moulding Zone is the time when

In our private lives, it’s a time for

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Question 2 An excellent Biblical example of people going through the Moulding Zone is

Question 3 What is an Entrepreneurial Spirit?

Question 4 What is an Issue of Tension?

Question 5 Finding Win-Win Actions means focusing on the . This will help people deal with

208 Question 6 What is a good biblical example of Issues of Tension and Win-Win Actions?

Question 7

Transformational leadership releases innovation by focusing on which three methods? 1.

Question 8 THE MOULDING ZONE (PART 1)

Transactional leadership influences innovation by focusing on which : two things? a. S E S S I O N 4 b.

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Question 9 What is The Sisyphus Syndrome?

Question 10 What are the strategic roles of innovation in an organization? a.

210 Question 11 What are the five ways to kick-start strategic innovation? 1.

Question 12 Significant innovative breakthroughs have often been made when we THE MOULDING ZONE (PART 1)

Question 13 : Name two things that risk-taking does: 1. S E S S I O N 4

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Question 14 What are some of the characteristics of Mavericks?

Group Discussion

Discussion 1 What are some of the very real issues of tension that your organization could face as it goes through transformational change? How would you go about creating win-win solutions?

Discussion 2 Discuss the impact the Sisyphus Syndrome might be having on your organization.

Discussion 3 How much influence do leaders in your organization have on innovation?

What factors do you think might affect your organization’s level of innovation?

What steps/policies should your organization put in place to harness and encourage innovation?

Discussion 4 This discussion has three parts. Begin by reviewing the story of ANSETT Airline. First discuss ‘why your organization exists’ and the function your

212 organization is endeavouring to fulfil. Secondly, identify groups of people your organization can service. Thirdly, think of innovative ways to target and service these groups.

Discussion 5 In order to get the best out of mavericks in your organization, what do you think are the things we are to stop doing and start doing with mavericks?

Open Leadership Team Discussion

From this session, choose an area that you and your leadership team feel is relevant to the present state of your organization and spend the next half- an-hour discussing it. Record your findings for future use.

Reflection & Prayer

This section has two reflections. You may choose to use one or both of the discussions, based upon available time.

Reﬂection 1: Issues of tension are one of the main hindrances to transformational THE MOULDING ZONE (PART 1) change. Turn to Acts 15 to read the account of the decision of the Council : of Jerusalem. Meditate upon it, asking God to guide you as the leadership team in being more effective in assisting people in resolving heart-felt issues of tension that transformational change has caused to float to the surface. S E S S I O N 4

Reﬂection 2: Look at the case study of the church of Antioch in the Book of Acts 11:19- 26 & 13:1-14. Discuss the power of innovation that could be experienced in your organization by releasing empowered followers. Pray together that

213 GROWING FUTURE LEADERS: STUDY GUIDE

God will release that power. Pray that, as the leadership team, you will be supportive of those who step out in innovative ways for the advancement of the Gospel, as did Barnabas and Paul.

Ideas - Notes

214 THE MOULDING ZONE Maintaining Strategic Focus

Being able to maintain strategic focus is a primary skill of leadership practice in leading an organization through the Moulding Zone of transformational change. It requires that a leader and their leadership team be able the take the information and resources available to them and make effective executive decisions for the benefit of the organization and its members. It also requires that the leader and their leadership team be able to mentor and coach members of the organization through transformational change and mould them into effective teams of cohorts.

Personal Study THE MOULDING ZONE (PART 2)

Question 1 : Maintaining strategic focus allows the leader to S E S S I O N 5

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Question 2 It is important as a leader in transformational change that you establish priorities and clarify goals in your decision-making because

Question 3 When developing strategic possibilities, we need to ask ourselves two important questions. They are:

Question 4 Implementation of any decision requires which three things?

216 3.

Question 5 It is important as leaders to evaluate our decisions because

Question 6 Mentoring allows the protégé to gain .

It also allows the transformational leader to

Question 7 Transformational and transactional leaders influence teams of cohorts by a. THE MOULDING ZONE (PART 2)

b. :

c. S E S S I O N 5

217 GROWING FUTURE LEADERS: STUDY GUIDE d.

Group Discussion

Discussion 1 Use the stories of Avro Arrow and Hamlet to discuss the implication that ineffective decision-making would have on the transformational change you wish to bring to your organization.

Discussion 2 Discuss ways that your organization may improve its decision-making procedures and record your ideas for later use.

218 Discussion 3 What impact will mentoring and coaching have on team leaders and followers in creating transformational change in your organization?

Discussion 4 What are the advantages of developing teams of cohorts in creating transformational change in an organization?

Open Leadership Team Discussion

From this session, choose an area that you and your leadership team feel is relevant to the present state of your organization and spend the next half- an-hour discussing it. Record your findings for future use.

Reflection and Prayer

Take this time now with your leadership team to consider how Mark in the THE MOULDING ZONE (PART 2)

Book of Acts beat the retreat through the mentoring efforts of Barnabas : and went on to be the great evangelist who wrote the Gospel that bears his name. Prayerfully ask God to enable you as the leadership team to be better mentors, able to release the potential of up-and-coming leaders (Acts 15:36

and 2 Timothy 4:11). S E S S I O N 5

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Ideas and Notes

220 THE NEW BEGINNING ZONE

Before individuals or organizations can move forward, they must go through a period of consolidation that allows for changes to become established. If this does not happen, individuals or organizations will live and function in a state of turmoil, not achieving the purpose of the transformational change. In this final session, we shall discuss the importance of ensuring that every member of the organization successfully passes through the transformational change. We will also look at how to consolidate changes in the organization’s new structure.

Personal Study

Question 1 The purpose of all Leadership Practice is to THE NEW BEGINNING ZONE

: S E S S I O N 6

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Question 2 Public recognition and celebration of short-term achievements is important for consolidating change because

Question 3 Why are symbols significant in consolidating change?

Question 4 Staff development and training should be directed toward achieving which two things?

Question 5 Why did Nehemiah fail as a leader?

222 Question 6 Why is it important for the leader to implement the Marathon Effect?

Question 7 When we integrate transactional and transformational leadership, we will gather around us

Question 8 The Heart of Transformational/Transactional Leadership is to

Group Discussion

Discussion 1 Discuss the importance of consolidating transformational change in your

organization. THE NEW BEGINNING ZONE

: S E S S I O N 6

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Discussion 2 Discuss the value of celebration of short-term achievements, symbols, rituals and ceremonies in consolidating transformational change and opportunities.

Discussion 3 Discuss how and where your organization can use training to accomplish transformational change in your organization.

Discussion 4 Review the 2-T model of Transformational Change, the Nehemiah Syndrome and the Marathon Effect and discuss the role of the integration of transformational and transactional leadership in creating transformational change in your organization.

Discussion 5 Examine the Book of Haggai and the commission given to Joshua in the Book of Joshua 1:6 regarding dividing an inheritance for the people of Israel. Discuss this in the light of the transformational change you wish to bring to your organization.

Discussion 6 Remember the Woolly Mammoth who was locked-up in ice for thousands of years? Take time to consider the dangers of letting your organization slip back into the Ice Age after you have brought about transformational change in your organization.

224 Discussion 7 Discuss the importance of leadership leaving a lasting legacy not for the present generation but also for succeeding generations.

Open Leadership Team Discussion

From this session, choose an area that you and your leadership team feel is relevant to the present state of your organization and spend the next half- an-hour discussing it. Record your findings for future use.

Reflection and Prayer

Congratulations! You have now completed six sessions on Leading Transformational Change in the Twenty-First Century! Turn to Hebrews 12:1 & 13-15 and, as a leadership team, ask God to equip you to implement the change through which He is leading you. Pray that all members of your organization come successfully through the transformational change and receive the inheritance God has for them. THE NEW BEGINNING ZONE

: S E S S I O N 6

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Closing Comments

Bringing about a Godly transformational change in a church organization is a challenging yet wonderful undertaking for a leadership team. My prayer is that, having completed this leadership team Study Guide on Leading Transformational Change, you and your leadership team are now able to take the skills you have learnt and lead your organization and its members successfully through the transition of change to become the organization that God desires. May God richly bless you.

Tony Keys

Ideas - Notes

226