(Organizational) Life after Death
One of the least fun or exciting tasks—but perhaps one of the most important—I’ve completed in recent days is a crisis response plan for the church I serve as lead pastor if I’m suddenly unable to perform my duties. I know that death, incapacitation, or dismissal would be a tremendous challenge for the organization, especially in the vulnerability of our current season (I entered my role 18 months ago, and that transition has been anything but seamless). I’d rather not think about any of that, much less review draft communications sharing about my demise.
Though reading Parrish’s Clear Thinking wasn’t the impetus for doing this (the process started some time ago), I used some of his framework to evaluate the system and process we’re establishing for this kind of crisis response:
The Enemies of Clear Thinking
No doubt, there is a lot of emotion tied up in this process, and if the crisis plan needs to be activated, there is even more. My mother is currently serving as our Office Manager and communications lead—believe me, we had some uncomfortable conversations, especially about the communications drafts around my death or dismissal for cause. First, by getting ahead of these possible situations and crafting something driven by care and a need for direction rather than the stress and anxiety of reacting in real-time, I believe we were able to create space to slow down and think before something crisic happens—a literal and figurative “premortem” of sorts.[1] Processing the emotion of it with my Discernment Team (and preparing to do so with our governing Council) will also help us ensure we’re enacting something viable that acknowledges but isn’t clouded or driven by emotion.
We’re addressing the problem of ego by pre-deciding some of the best courses of action in a bad situation. In advocating a process marked by integrity and love, we safeguard against my ego and those of other stakeholders.[2] (It’s also here that Friedman’s call to self-differentiation and Walker’s invitation into an undefended posture are helpful for framing how we navigate crisis moments.[3])
The challenges with the social default might be a little related to inertia here.[4] I’ve discovered this is the first crisis plan of any kind that my organization has ever had. It seems there’s an existing organizational culture that values hoping for the best and avoiding the worst out of a desire to let “optimism” win the day. Many of those on my teams have never heard of a church having a plan like this, making it seem even more foreign and perhaps unnecessary.
All of this helps reveal the gift of and need for “clear thinking” in an organizational context. No doubt, there is value in the personal approach for leaders–especially if we will embrace the transforming work of Holy Spirit to lead us not just to “liv[ing] a life true to ourselves” but where He identifies “what matters.”[5] Though organizations are made up of individuals, they have their own personalities and function organically, so how does this invite something beyond personal application?[6]
Questions on Clear Organizational Thinking and Playing to Win
Leaders change organizations, and organizations change leaders.[7] So, I’m sure my own clear thinking (or lack thereof) will impact the places I serve. Anecdotally, I can point to myriad ways that an organization’s muddy or clear “thinking” has affected me. But what happens if there is an unexpected transition—how can I move my organization toward clarity of thought and process beyond the initial crisis, even if I’m not there to bring leadership energy to it?
In seasons of stress or pressure, it’s easy for organizations to play not to lose instead of playing to win. Many authors we’ve interacted with this semester say the same, though not exactly in those words. Friedman focuses on reactivity and defensiveness vs. self-differentiation and presence with vision.[8] Walker notes the tension between risk-aversion and image preservation with being undefended and trusting (with vulnerable strength).[9] For Parrish, it’s seen in emotion- and ego-led reactivity versus intentionality in the small decisions that facilitate “winning” in bigger decisions.[10]
I think broad engagement with Parrish’s principles invites looking for places and symptoms of organizational hubris (beyond merely navigating personal ego). A healthy exercise is asking where we allow our past successes, current presence, or—in church world—the sense of “God’s favor” to see where our vision and strategy might be clouded. Beyond our leaders modeling it, how do we cultivate a culture that values humility and curiosity over defensiveness or greatness?[11]
Likewise, instead of personal emotional reactivity, finding spaces marked by organizational hyper-reactivity is wise. Seeing how we already manage the peaks and valleys of giving shows me that in a time of crisis, this will be a “thing” for us. What about the growing tensions racially and politically in our region? Or cultivating an ethos of wisdom so that the responses to other crises that will come our way make it possible for “a people not yet born may praise the Lord” because of our faithful engagement (Psalm 102:18, NLT)? This shows me we need decision buffers that guard against the anxieties of teams and the external pressures that give false urgency.[12]
Rather than focusing on social pressures felt by individuals, identifying existing spaces of groupthink or where a dissenting perspective will go unvoiced (or unacknowledged) would move us toward clarity. But how do we find this if groupthink or a fear of dissent are already normal?
Perhaps asking these questions will allow us to avoid the pitfall of inertia. At the very least, I hope they will enable us to examine our strategies and processes to discern which just “are” because they’ve always “been.”[13]
None of us really knows when our last day in our role might be. Whenever mine comes, I hope I’ve made daily deposits toward clarity, courage, and trust. I hope I’ve helped create the kind of system that—even in my absence—can think clearly, lead wisely, and flourish.
—
[1] Parrish, Shane. Clear Thinking: Turning Ordinary Moments into Extraordinary Results. (New York: Portfolio/Penguin, 2023), 5, 137-138.
[2] Parrish, 21.
[3] Friedman, Edwin H. A Failure of Nerve: Leadership in the Age of the Quick Fix. 10th Anniversary Edition. New York: Church Publishing, 2017; Walker, Simon P. Leading out of Who You Are: Discovering the Secret of Undefended Leadership (The Undefeated Leader Trilogy, bk 1). Carlisle: Piquant Editions Limited, 2007.
[4] Parrish, 25, 30.
[5] Parrish, 221, 220.
[6] Schein, Edgar H. Organizational Culture and Leadership, 5th edition. Hoboken: Wiley Publishers, 2016.
[7] Kouzes, James M. and Barry Z. Posner. The Leadership Challenge: How to Make Extraordinary Things Happen in Organizations, 7th edition. Hoboken: Jossey-Bass, 2023.
[8] Friedman, 274, 308-330.
[9] Walker, 67, 176.
[10] Parrish, xii-xv.
[11] Parrish, 63, 211-220.
[12] Parrish, 195ff.
[13] Parrish, 31, 158,183.
About the Author
Jeremiah Gómez
I get to be Sarah's husband and Jubilee's and Zechariah's dad. I also get to serve as lead pastor at Trinity Church, a dynamic church in the Midwest where we're diligently seeking to Love God, love others, live sent, and be transformed together in community. I love the privilege of working across differences, championing healing and reconciliation in many forms.7 responses to “(Organizational) Life after Death”
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Jeremiah- that is impressive leadership. I love that you are writing that document and doing this process despite the discomfort for you and those around you. I am also agreeing with you on your final motivating line, ‘I hope I’ve helped create the kind of system that—even in my absence—can think clearly, lead wisely, and flourish.’
What measures have you put in place to ensure the system won’t change in your absence and the vision will continue and your staff won’t be tempted to work in another setting? Are you certain they will stay if there is a crisis or if you did leave?
I find those I spend years investing into, often end up going off to start new projects and churches- which is amazing as i know they have grown so massively in their confidence and leadership skills – in so many ways but still hurts a little bit- even if it shouldn’t!
I expect our conclusions may be more about trusting Jesus that people…but I’ll wait for any other tips!
Thank you, Betsy–you’re very kind.
I think the likelihood of system change reduces the longer I’m here–I’m already experiencing shifts in language (phrases and emphases that weren’t present before I arrived) and rhythm that I think are culture-building, but I know much of that would either revert or shift upon my exit because it hasn’t had enough time to fully take root. Pursuing vision-and-values alignment in each of our activities will help, too. Mostly, I’m focusing on modeling and inviting what it looks like to take it seriously that Jesus is the Senior Pastor of his Church–discerning rather than deciding, pursuing his presence first, shifting away from a personality-driven model, and the like. That way, even if I’m not here, there’s already been a taste of what could (and, hopefully, SHOULD) be.
As far as your last note about those who get invested in leaving, I count that as an amazing success! It’s hard, but also the fruit of discipleship and the proof positive of multiplication of ourselves.
YES! I use that exact language about Jesus being the senior pastor of the church and discerning rather than deciding, pursuing his presence first, shifting away from a personality-driven model. I love that!
So i wonder if you could answer my question from my blog? How did you become this leader? What shaped you or moved you or repulsed you about the personality driven, ego centric, maybe big but not deep culture that you and I are so intent on building?
And is your aim that many in the generation younger than you would have a Jesus-revelation of this culture in an authentic way and so you know that beyond your leadership they would be passionate about it? That’s certainly my aim.
I could check “yes” to a few of the options on the list you give in your post — the real, alive-ness of Jesus, whose presence transforms; traumatic experiences as a child and as a minister that led me to do some good, long, deep work in therapy, coaching, and direction. But for me, what it comes down to is this: If I really believe Jesus is alive, then I must really live and lead like it–he is winsome and offensive enough that I don’t need to “win people for” him or be offensive on his behalf; I just need to hold space for people to encounter HIM and then process what they are own to or offended by with them. I know he’s alive because he has healed me and is healing me (including some of that trauma–my ACE score is pretty high); and, I desperately want to be an agent of his healing, not of my own trauma.
I do want people in the generations following me to have those authentic Jesus encounters in such a way that they would never settle for something less or something counterfeit.
I’m SURE there are things about my leadership that aren’t what they should be (and maybe do more harm than good), but as I discover what those are, I try to seek transformation in community, confident Jesus wants more for me than my dysfunction…and that, some day, I will give an account for how I stewarded what he entrusted to me.
I’m not sure if that answers your question; at least it might help fuel some discussion!
Thank you Jeremiah. That is helpful. I love that you desire for people to have ‘encounters with Jesus in a way that they would never settle for something less or something counterfeit.’ Yes. That is absolutely my desire. I am still constantly reviewing how though…
I share your trust that Jesus wants more for us all than our dysfunction, so we are not pushing upstream, but actually just leaning into the process of transformation, from a place of humility and desire to be all that He wants us to be.
That is really helpful and I would love to chat further! Thank you.
Jeremiah, reading your post, I can really see how deeply you care for your church members and people in general. It isn’t easy to navigate the crises that arise, especially when emotions, ego, and organizational inertia can cloud clarity. I appreciate how you’re working to establish a system rooted in humility, intentionality, and resilience, and not just in theory, but in practice. People may come and go, but the need for clear leadership remains. Are there any elements you think are especially critical in a church crisis plan that other leaders often tend to overlook?
Jeremiah, the exercise you and your staff are doing is fascinating to me. I had a formal succession plan matrix when I was part of the management structure of a large multinational company. In my current church comprised of 5 local churches, we have a bevy of options to handle a sudden staff change.[1] In reading your current challenge, I immediately went and found your website, looked up the picture of your mom, and began to wonder about strategy and scenarios. Hmmm … sounds like the ego default. “We get a bit of knowledge on the internet and suddenly we are full of hubris.”[2] Please allow me to be self-accountable for what is mine and what isn’t mine.
There are so many quotable statements in the text. An applicable one here is, “Will this action make the future easier or harder?”[3] You have had to deal with many stakeholder expectations in replacing a long-term pastor. I suspect that perspective is guiding some of the planning and decisions. Are there some short-term strategies that you either have or want to implement that would improve sustainability for the low probability but high consequence scenario of your sudden departure?
This is for extra credit, not that I’m trying to plant any ideas. Oman had an aging Sultan who had no heirs. The way he would pass on the monarchy was to write his successor’s name on a piece of paper and put it in his safe, to be open and read upon his death. My Oman colleagues smirked that, of course, the relative who opened the safe and read the name would read his own. The Sultan died in 2020, and the current one has changed the process to be open and public prior to his death.
[1] In my 57 years, I believe that is the first instance writing or saying the word ‘bevy’.
[2] Shane Parrish, Clear Thinking, 17.
[3] Shane Parrish, Clear Thinking, 51.