Leading Beyond What We Can Imagine…
My friend told me about the church plant where she and her husband were getting involved. The growing church had gotten to the point where it needed someone to take on a pastoral role and responsibilities. Because she is a retired pastor, the group of leaders all looked at her and said, “You’re the pastor.”
Later on, my friend told me that although she could influence people through what she called “backdoor” conversations, she actually had almost no authority. The authority of the church still rested in the small group of leaders, with very little left for her.
In her book, Rethinking Leadership, Annabel Beerel explains that there is a difference between leadership and authority. She says that, among other things, authority figures are expected to provide direction, protection, and boundaries. They also are expected to solve problems and alleviate distress. [1]
Leadership, on the other hand, “is about the challenge and process of movement—of change.” [2]
The Leader’s Role
Many definitions of leadership focus on authority, structure, and decision-making. But true leadership is about inspiring movement and guiding people through change. Leadership is dynamic, always calling people forward into something new.
Beerel explains that it’s very difficult to have a single definition of leadership. She points out that many definitions don’t include something about the goal of leadership. So, she gives a couple of goals for the reader to consider. She writes that in many leadership theories, it’s about well-being: “The leader’s prime role is seen as creating a caring organization while at the same time ensuring effective performance.” [3]
I agree that a leader has a responsibility to make sure that their followers are taken care of so they can perform well. But there are many people who can take care of the followers in a group.
I believe the role of effective leadership goes beyond well-being to something that only a few people are capable of doing: inspiring movement. Beerel writes that leadership “is about transitioning people or groups from one state to another. To lead means to guide or direct a course of action towards some objective or goal. Leading equals movement, which implies change.” [4]
(Caveat: With the right training, mentoring, mindset, and intentionality, anyone can learn this type of leadership.)
Many people bemoan that they have to lead “in the midst of change.” I posit that we are always leading in the midst of change because when something stops moving, it stagnates and dies. Therefore, much like a moving river, while there may be “pools” or periods of rest, the waters of change are flowing constantly.
The Adventure of Leadership: Skipping B and Going Right to B1
Too often, we aim for predictable, incremental progress. But what if true leadership requires us to aim beyond what we can imagine? That kind of movement requires embracing uncertainty, inspiring transformation, and leading people into the unknown with faith.
I am in the middle of a coaching certification course being taught by Yaseen Dadabhay, PhD.
During one of our classes, Yaseen explained about goals and movement in relation to leadership:
“Let’s say that where you are now is A. What you want to create is B.
“Most of us start at A and then move toward B. Instead, start from B. It’s a much better place to start because it’s not limited by where I am. Think of your goal like this: A becomes your B.
“It’s our behaviors and mindsets that keep us stuck where we are. You want to create your future from the future, not from where you are now, nor from your past.
“For example, when it comes to money, most of us create our future from our past. You are limited in what that financial goal can be when your only reference is how your family thought about money when you were growing up. You unconsciously allow what others have said to limit what you’re capable of.
“It’s only once you know where you want to be that it is helpful to know where you are right now.
“Notice: If you’re on a path to get from A to B, you need a pathfinder, a project manager. You see, in management, everything is familiar.
“But I suggest that you don’t want to be on a tour; you want to be on an adventure. You say you’re trying to get from A to B, but who even told you that B is where you need to go?
“Get rid of B—put it out of your head!—and choose to go to B1 instead.
“Embrace uncertainty; the situation is full of possibilities! You’re on a quest. When you can guide people through the unknown to something better than they can imagine, that’s called leadership.” [5]
Leading toward B1 instead of just B
If leadership is fundamentally about movement, then the most impactful leaders are those who help others move toward a future beyond what they can imagine. In coaching, Yaseen Dadabhay’s concept of B1—an outcome that is bigger, bolder, and beyond mere incremental progress—captures this beautifully. Rather than just managing external change, true leadership invites people into internal transformation.
Flipping Failure into Success
John Kotter’s book, Leading Change, identifies the biggest reasons organizations fail to shift successfully. His eight-stage change process flips those failures upside down. Among other ideas, his model includes creating urgency, communicating vision, and anchoring new approaches into culture. [6]
But it’s not just businesses that need these principles—Christian leaders, whether in ministry, lay leadership, or coaching—must embrace them to help their people move into God’s bigger future.
Christian Leadership Insists on Christlike Character
In Ephesians 3:20, Paul reminds us that God “is able to do immeasurably more than all we ask or imagine.” Too often, we limit our vision to human-scale goals—getting from A to B.
But what if God is calling us to B1, a future where we don’t just achieve something expected, but step into a transformation we can’t yet see? How do we embody and model the trust required of that kind of movement and transformation?
This is where Christian leadership departs from secular models. Beerel and Kotter emphasize strategy, planning, and execution. But Christian leadership, as outlined in Leadership as an Identity, insists that character and faith matter just as much. Crawford Loritts, Jr. writes,
God’s assignments involve changing your life as a leader just as much as they involve changing the people you want to reach. God is constantly at work in building your character—making you more like Christ. He wants to build your faith as He works through you and as you encounter Him. [7]
The best leaders don’t just manage people through external change; they surrender to the refining work of God in their own lives, allowing Him to shape their hearts as they guide others.
Transformational Leadership: The Jesuit Model
In Heroic Leadership, we discover that the Jesuits embody leadership not just through skill but through deep formation. They build leaders who live out four core values:
- Self-awareness – Understanding strengths, weaknesses, and worldview.
- Ingenuity – Adapting creatively to change.
- Love – Leading with care and concern for people.
- Heroism – Inspiring bold action in others. [8]
Applying these values to the concept of B1 leadership means going beyond what is simply necessary. It means helping people see their own God-given potential and leading with courage.
Leadership as a Trust-Building Journey
Influence, the foundation of leadership, cannot exist without trust. I know I’ve cited this before, but it’s relevant here, too. In “Leadership and the Power of Influence,” Karise Hutchinson highlights four pillars of trust in leadership:
- Ability (the knowledge, skills, and professionalism of a leader).
- Benevolence (leaders who are approachable, genuinely show interest, and recognize individual needs).
- Integrity (leaders who are ethical in their decisions and believe, as well as live out, their values across their whole life).
- Predictability (the consistency of a leader’s behaviors or walking the walk). [9]
When a leader fosters trust, people are willing to take the risk of moving beyond A to B1. They step into the unknown, not just because of logic, but because they believe in the leader guiding them.
A Call to Courageous Leadership
Christian leadership, then, is not just about guiding a group through external change; it is about calling people into internal transformation. The journey from A to B1 is full of uncertainty, but that is where faith thrives. Leaders must be both pathfinders and pioneers, urging others toward a vision they may not fully understand—because they, too, have been transformed.
At the heart of it all, leadership is about movement, yes, and it’s also about trust, faith, and a willingness to step forward into the greater story God is writing.
===========
1 – Annabel Beerel, Rethinking Leadership; A Critique of Contemporary Theories (New York: Routledge, 2021), 90.
2 – Beerel, 91.
3 – Beerel, 84.
4 – Beerel, 82.
5 – Yaseen Dadabhay, “Class lecture,” Awakened Man Coaching Certification (class lecture, online, March 13, 2024).
6 – John P. Kotter, Leading Change (Boston, Harvard Business Review Press, 2012), 23.
7 – Crawford Loritts, Jr., Leadership As an Identity; The Four Traits of Those Who Wield Lasting Influence (Chicago, Moody Publishers, 2009), 7.
8 – Chris Lowney, Heroic Leadership; Best Practices from a 450-Year-Old Company That Changed the World (Chicago, Loyola Press, 2003), 9.
9 – Karise Hutchinson, “Leadership and the power of influence. The problem with power”, Illuminaire, Vol. 1 (2024), 20.
About the Author
Debbie Owen
Deborah C. Owen is an experienced spiritual director, Neuro-based Enneagram executive and life coach, disciple maker, professional writer, senior librarian, and long-time church Music Director and lay leader. She has earned the award of National Board Certification for teaching excellence, and a podcasting award, and is pursuing a Doctor of Leadership degree through Portland Seminary at George Fox University. She lives in the backwoods of Maine with her husband and flat-coated retriever. She spends as much time as she can with their 3 grown children, daughter-in-law, and 2 small grandchildren. Find her online at InsideOutMinistries.info.11 responses to “Leading Beyond What We Can Imagine…”
Leave a Reply
You must be logged in to post a comment.
Thanks for this post Debbie. I appreciate the difference you’ve described between leading and authority. What sorts of influence do you have at the moment and where do you hope God gives you influence in the upcoming year?
“I appreciate the difference you’ve described between leading and authority. What sorts of influence do you have at the moment and where do you hope God gives you influence in the upcoming year?”
Ryan, I think my influence is both personal and “professional”. Personally, I am pretty active in the lives of our son, his wife, and their two little girls. It’s because of me that they remember to say grace before meals, and occasionally remember to say bedtime prayers. Our son and daughter-in-law frequently ask me (and often my husband) about how to parent and how to “do” certain aspects of life. I appreciate their sincerity and longing to know God and others, and love well.
“Professionally,” my influence at church is partly in the choir I direct and partly in the Bible study I lead. I do my best to be all God created me to be. I’ve had my share of missteps, but by the grace of God, I get to go back and try again.
Hi Debbie, Your post is full of many rich nuggets such as the pillars of trust in leadership from Hutchinson, and the core values of leadership from Lowney. The section that stands out to me, though, was the difference between leadership and authority. I think there are some wonderful leaders who do not have the title of leader but their personhood, actions, and care for others inspire that movement that you talked about from A to B1, primarily by people wanting to know what makes them “tick”. It inspires others to grow and growth is movement. Either in your own life or experience as a coach, how do you help yourself or another to recognize where growth is needed and how to begin the process of moving toward that?
“Either in your own life or experience as a coach, how do you help yourself or another to recognize where growth is needed and how to begin the process of moving toward that?”
Thanks for your thoughtful comments Diane. I am convinced that self-awareness is key to recognizing where growth is necessary. Self-awareness plus self-reflection, ultimately leads to self-knowledge. That self-knowledge then gives us the ability to CHOOSE how we respond to someone, instead of reacting thoughtlessly. That’s where growth begins to happen; being able to stop, take a breath, and then choose. Rinse. Repeat.
Debbie,
Thanks for the post and the comments on leadership versus authority and also on change. Ever since reading this book I have questioned people’s various roles, are they leaders, authority figures, or leaders with authority. You wrote “Christian leadership, then, is not just about guiding a group through external change; it is about calling people into internal transformation.” In thinking about the leaders in my life currently, I’m not sure how many of them call people into internal transformation. Do you think most Christian leaders truly understand their role?
” In thinking about the leaders in my life currently, I’m not sure how many of them call people into internal transformation. Do you think most Christian leaders truly understand their role?”
Jeff, NO! At least, not enough do. As Christians our purpose is to glorify God, right? How do we do that? Among other things, by being all God created us to be. But because we live in a fallen world, we keep making mistakes. It’s only by becoming aware of these mistakes and intentionally participating with God’s Spirit in practices to be transformed that internal change occurs.
And No, I don’t think Christian leaders ask that of their people. It’s a really big ask! And it means they have to embody constant transformation themselves. I could go on…. but I think you get my point.
Hi Debbie, The difference between leading and authority stood out to me as well. Thank you for emphasizing the need for us to always be changing and growing. In your leadership journey, where did you feel most resistant to change? What has helped you overcome that?
“Thank you for emphasizing the need for us to always be changing and growing. In your leadership journey, where did you feel most resistant to change? What has helped you overcome that?”
Kari, I score very high Three on the Enneagram. I am always in the process of letting go of the need for affirmation and recognition. I have to catch myself, constantly. Hang around me long enough and you’ll probably notice it (now that I’ve confessed it!). The only thing that helps is to remind myself that God loves me just the way I am; I don’t NEED people’s affirmations. They’re nice, and God allows them sometimes. But that’s not what life is about. (I feel resistant even writing this! Sheesh…)
Debbie,
You write, people must be both path-finders and pioneers. This is a good word. I wonder if you think they are equally challening? Is one of them harder than the other? Is one of them more challenging with different seasons of leadership?
“You write, people must be both path-finders and pioneers. This is a good word. I wonder if you think they are equally challening? Is one of them harder than the other? Is one of them more challenging with different seasons of leadership?”
Adam, I guess it depends on how you define them. At the time I wrote that, I was thinking of a pathfinder as someone who “manages”, who is an authority, and pioneer as someone who leads people where they aren’t expecting and can’t imagine yet.
But now I’m not so sure pathfinder is so mundane. Perhaps they can be headed in a known direction, but they don’t know the best route to get there. The pioneer just goes on a completely different path, so that’s different.
I suspect being a leader in a pioneering situation is more challenging because you have to be really good either at conveying a compelling vision, or at being so charismatic people will follow you anywhere.
In a pathfinding situation, people still have to trust you, but I think they agree on the direction.
All that may be splitting hairs, but it’s an interesting thought! 🙂
Hi Debbie, Thanks for a great post. I especially resonated with your words on leadership as a trust-building journey. Today, I spent time with a local friend and her family in an impoverished area of our city. As I listened to her stories concerning the unjust acts done to her in the past (because of her ethnicity), I couldn’t help but think, “How can trust be restored?” I agree with your statement, “Influence, the foundation of leadership, cannot exist without trust.” Thank you for providing Hutchinson’s Four Pillars of Trust in Leadership. I am curious if you have found any literature on rebuilding trust?