What We Need Right Now
In the final scenes of The Dark Knight, Commissioner Gordon tells his son that Batman is “the hero Gotham deserves, but not the one it needs right now.” This line captures a truth about leadership—sometimes, those in power are not the most suitable to lead. In our rapidly changing world, we face a similar dilemma. Organizations cling to authority, hoping for effective leadership, yet it remains scarce. Annabel Beerel, in Rethinking Leadership[1], argues that we must stop confusing leadership with authority. The future is uncertain, and we need leaders who can adapt, not just hold titles. This article will explore Beerel’s call for a new kind of leadership, one that thrives in uncertainty rather than fears it. We will examine her distinction between leadership and authority and what kind of leaders we need for an uncertain future. Along the way, I will consider intersecting insights from Mark Sayers’ concept of the “Grey Zone,” showing how the best leaders guide, inspire, and embrace change.
Authority & Leadership
Beerel makes the simple inference that leadership is not the same and is often confused. She explains that while authority is expected to provide direction and protection, leadership is about movement and change.[2] Authorities direct, by contrast, leaders challenge and act as agents of change. She challenges the notion that just because someone is in a position of authority, they are a leader and that leading from a position of authority and being in a position of authority are not the same.[3] This challenge to traditional leadership concepts emphasizes the need to rethink leadership and discard historical models.
Letting Go of the Past
Beerel argues that leaders are necessary to make a difference. However, traditional leadership models no longer work in an unpredictable world, as evidenced by the ineffectiveness of many leaders in the face of crisis.[4] Uncertainty is inevitable, and leaders must stop trying to control or eliminate change and instead adapt to it. She argues that we cannot rely on what used to work:
If we step back from the specific issue of the coronavirus, we note that the world is faced with a multitude of systemic challenges…. Extrapolating the past to try to anticipate the future is an exercise in futility. The new realities that are arriving have a different sense, vibration, and flavor.[5]
In his book Non-Anxious Presence,[6] Mark Sayers reflects on leadership lessons emerging from the Coronavirus Global Pandemic, similar to Beerel, with particular attention given to the Church. Like Beerel, he challenges a dependence on ways of the past in his critique of the industrial age and the prioritization of efficiency.[7] Both emphasize the need for leaders to be adaptable as they navigate the new, complex, and unknown age in which we live.
Preparing for the Unknown and the Unknowable
Beerel contends that adaptive leadership at the most basic level empowers organizations and people to be
resilient through change.[8] Mark Sayers reflects the same reality and calls leaders to embrace the uncertainty of the “Grey Zone,”[9] A disorienting space between what was and what is to come. Old structures have crumbled, and new ones have yet to form. Like Beerel, Sayers challenges leaders to embrace the uncertainty of this space by understanding it and learning to flourish in it.[10] To be successful, leaders must be resilient and discerning rather than reactive. A well-differentiated, non-anxious presence.[11] Both Beerel and Sayers identify specific leadership traits essential for success in the uncertainty of our current cultural moment; however, they differ slightly. Beerel insists leaders must utilize systemic thinking that creates clarity, helps others find purpose and meaning, and has a true moral compass.[12] On the other hand, Sayers emphasizes the need for leaders to develop a non-anxious presence, guide people with wisdom and discernment, and maintain a heavenly perspective, recognizing transition as God-ordained, requiring patience and faith rather than an immediate rush to new structures.
Navigating the Wilderness
As I consider insights from Beerel and Sayers, the powerful biblical example of Moses leading the Israelites through the wilderness comes to mind—especially in navigating uncertainty, resilience, and guiding people through a transition where the old has crumbled, and the new is not yet fully formed. Beerel argues that adaptive leaders empower people to be resilient through change, providing them clarity, meaning, clarity, and a moral compass. Moses demonstrated this by providing clarity amid confusion; even when the people panicked, Moses pointed them toward God’s promises rather than reacting with fear.[13] He helped them find meaning, constantly reminding them that their journey had a purpose.[14] They were given a clear moral framework to guide them in this transitional period.[15] Sayers highlights the need for a non-anxious presence, wisdom, and a heavenly perspective during transition, which Moses embodied in several ways. He remained steady under pressure when the people complained, rebelled, or panicked, Moses did not react impulsively, except in moments of deep frustration.[16] He was a differentiated leader—not swayed by the crowd’s emotions. He didn’t rely on his own perspective but constantly sought wisdom and God’s guidance in prayer.[17] Moses understood the transition as God-ordained and did not try to force a new structure prematurely—he followed God’s timing, even when the people wanted to take shortcuts.[18]
Conclusion
Beerel, Sayers, and God’s example in Moses provide insights into how leadership in uncertainty requires adaptability, clarity, and the proper perspective. Understanding traditional models and discerning when to depart from them is critical. Beerel’s call to separate leadership from mere authority is vital when power structures fail. As we face an unpredictable future and have the opportunity to lead in this liminal space, we must evaluate our own leadership. Are we those who not only hold power and positions of authority but, more importantly, help others navigate the unknown?
________________________________________________________________________
[1] Annabel Beerel, Rethinking Leadership: A Critique of Contemporary Theories, (New York: Routledge, 2021).
[2] Ibid., 90.
[3] Ibid., 90.
[4] Ibid., 5.
[5] Ibid., 16-17.
[6] Mark Sayers, Non-Anxious Presence: How a Changing and Complex World Will Create a Remnant of Renewed Christian Leaders, (Chicago: Moody Publishers, 2022).
[7] Ibid., 132-138.
[8] Annabel Beerel, Rethinking Leadership, 218.
[9] Ibid., 12.
[10] Ibid., 27.
[11] Edwin H. Friedman, A Failure of Nerve: Leadership in the Age of the Quick Fix, (New York: Church Publishing Incorporated, 2017), 15.
[12] Annabel Beerel, Rethinking Leadership, 24.
[13] Exodus 14:13-14, “Do not be afraid. Stand firm, and you will see the deliverance the Lord will bring you today”
[14] Exodus 3:12, “When you have brought the people out of Egypt, you will worship God on this mountain.”
[15] Exodus 20, the Ten Commandments.
[16] Numbers 20 – Moses strikes the rock in frustration.
[17] Exodus 33:15, “If Your Presence does not go with us, do not send us up from here.”
[18] Numbers 14:40-45
About the Author
Chad Warren
A husband, father, pastor, teacher, and student seeking to help others flourish.15 responses to “What We Need Right Now”
Leave a Reply
You must be logged in to post a comment.
Thank you, Chad, for your post; I have learn a lot from it. You have emphasized the importance of clarity, adaptability, and proper perspective in leadership during uncertain times.
My one question is that when you said, “o be successful, leaders must be resilient and discerning rather than reactive.” what do you mean reactive?
Thank you again.
Noel, being reactive in leadership means responding impulsively to situations, often driven by emotions, stress, or immediate circumstances rather than careful thought. This is what I was referring to when I mentioned reactive.
Hi Chad, I love the illustration you included. May we all keep stepping out of our safe zones to experience the magic God has for us!
Of the three traits you focused on: adaptability, clarity, and the proper perspective, which of these do you think is the hardest for Christian leaders to embrace and why?
Chad,
Great work here and thanks for bringing in Sayer’s side-by-side.
I will add to Kari’s question… Are they what is most needed for a pastor or elder? The traits themselves are not Christian traits so are there specific traits of Christian leaders that help us navigate the grey zone?
Kari, out of adaptability, clarity, and the proper perspective, I don’t know which is more challenging for Christians. It depends on the personality, experience, and circumstances.
Chad, I always like to pick your posts to read so I can see what images you’ve chosen. 😉
“Beerel insists leaders must utilize systemic thinking that creates clarity, helps others find purpose and meaning, and has a true moral compass.[12] On the other hand, Sayers emphasizes the need for leaders to develop a non-anxious presence, guide people with wisdom and discernment, and maintain a heavenly perspective, recognizing transition as God-ordained, requiring patience and faith rather than an immediate rush to new structures.”
As you consider the two points of view you quoted, above, which elements stand out to you, and why? And what are your thoughts regarding leadership helping their people discover meaning and purpose?
Debbie, Beerel’s emphasis on systemic thinking and moral clarity resonates because leaders today operate in highly complex environments. Systemic thinking allows leaders to navigate these complexities with a broad perspective, ensuring that decisions align with long-term purpose and ethical integrity. Without this, leaders risk making short-sighted or morally ambiguous choices that can often negatively impact those they lead.
On the other hand, Sayers’ focus on a non-anxious presence and patience in transitions is crucial, especially in times of uncertainty. Leaders who remain calm and discerning create an environment where others feel safe to explore new directions without fear.
Thanks for the question!
Chad,
Thanks for the post. I remember as our church went through COVID we asked if it was an interruption or a disruption. Think about the NWS warning system that interrupts your television or radio show, as soon as it is over, it goes back to normal. Whereas with a disruption, things do not go back to normal, change happens. COVID was a disruption, our church changed.
Think back to COVID in your own church. Was it an interruption or a disruption? How did you bring clarity to your congregation during that time?
Jeff, for our church, it was definitely a disruption that produced a lot of change for the better. I wasn’t the senior pastor then, and I don’t think we brought a lot of clarity. It actually revealed how our communication practices were lacking in many ways.
Chad, you wrote: “Beerel insists leaders must utilize systemic thinking that creates clarity, helps others find purpose and meaning, and has a true moral compass.[12] On the other hand, Sayers emphasizes the need for leaders to develop a non-anxious presence, guide people with wisdom and discernment, and maintain a heavenly perspective, recognizing transition as God-ordained, requiring patience and faith rather than an immediate rush to new structures.”
These are two very different approaches. I think both are valid. Which of these most resonate with you? For What reasons?
Graham, while these approaches are different, I don’t think they are mutually exclusive. I believe an integration of both is the approach that I favor. The complexity of today’s leadership landscape requires both.
Chad! I love the Batman introduction. I loved that show growing up. As we look at the ever changing world we live in, how can leaders today develop resilience and clarity beyond a non-anxious presence?
Daren, Beerel helps us understand your question by illustrating how leaders today can build resilience and clarity through the practice of systemic thinking. This approach enables them to recognize patterns and anticipate long-term impacts instead of reacting impulsively. Additionally, leaders should cultivate self-awareness and emotional intelligence, which allows them to manage stress more effectively.
Hi Chad, thanks for bringing Moses into your blog post. He is a great example of leadership when his world was rapidly changing. He could no longer point to his parents, grandparents, or even great-grandparents as examples of leadership to follow in the new era of the exile.
In what ways do you enjoy leading to help others navigate the unknown and what ways is this challenging to you?
Christy, I enjoy asking “What if?” questions when facing the unknown. The unknown gives space imaging a preferred future picture and allows us to consider what we could change today to set that trajectory.