One of the least fun or exciting tasks\u2014but perhaps one of the most important\u2014I\u2019ve completed in recent days is a crisis response plan for the church I serve as lead pastor if I\u2019m 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\u2019d rather not think about any of that, much less review draft communications sharing about my demise.<\/p>\n
Though reading Parrish\u2019s Clear Thinking<\/em> wasn\u2019t the impetus for doing this (the process started some time ago), I used some of his framework to evaluate the system and process we\u2019re establishing for this kind of crisis response:<\/p>\n <\/p>\n No doubt, there is a lot of emotion<\/strong> 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\u2014believe 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\u2014a literal and figurative \u201cpremortem\u201d of sorts.[1]<\/a> Processing the emotion of it with my Discernment Team (and preparing to do so with our governing Council) will also help us ensure we\u2019re enacting something viable that acknowledges but isn\u2019t clouded or driven by emotion.<\/p>\n We\u2019re addressing the problem of ego<\/strong> 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]<\/a> (It\u2019s also here that Friedman\u2019s call to self-differentiation and Walker\u2019s invitation into an undefended posture are helpful for framing how we navigate crisis moments.[3]<\/a>)<\/p>\n The challenges with the social default<\/strong> might be a little related to inertia<\/strong> here.[4]<\/a> I\u2019ve discovered this is the first crisis plan of any kind that my organization has ever had. It seems there\u2019s an existing organizational culture that values hoping for the best and avoiding the worst out of a desire to let \u201coptimism\u201d 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.<\/p>\n All of this helps reveal the gift of and need for \u201cclear thinking\u201d 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 \u201cliv[ing] a life true to ourselves\u201d but where He identifies \u201cwhat matters.\u201d[5]<\/a> 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]<\/a><\/p>\n \u00a0<\/strong><\/p>\n Leaders change organizations, and organizations change leaders.[7]<\/a> So, I\u2019m sure my own clear thinking (or lack thereof) will impact the places I serve. Anecdotally, I can point to myriad ways that an organization\u2019s muddy or clear \u201cthinking\u201d has affected me<\/em>. But what happens if there is<\/em> an unexpected transition\u2014how can I move my organization toward clarity of thought and process beyond the initial crisis, even if I\u2019m not there to bring leadership energy to it?<\/p>\n In seasons of stress or pressure, it\u2019s easy for organizations to play not to lose<\/em> instead of playing to win<\/em>. Many authors we\u2019ve 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]<\/a> Walker notes the tension between risk-aversion and image preservation with being undefended and trusting (with vulnerable strength).[9]<\/a> For Parrish, it\u2019s seen in emotion- and ego-led reactivity versus intentionality in the small decisions that facilitate \u201cwinning\u201d in bigger decisions.[10]<\/a><\/p>\n I think broad engagement with Parrish\u2019s 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\u2014in church world\u2014the sense of \u201cGod\u2019s favor\u201d to see where our vision and strategy might be clouded. Beyond our leaders modeling it, how do we cultivate a culture<\/em> that values humility and curiosity over defensiveness or greatness?[11]<\/a><\/p>\n 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 \u201cthing\u201d 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 \u201ca people not yet born may praise the Lord\u201d 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]<\/a><\/p>\n 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?<\/p>\n 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 \u201care\u201d because they\u2019ve always \u201cbeen.\u201d[13]<\/a><\/p>\n \n <\/p>\n None of us really knows when our last day in our role might be. Whenever mine comes, I hope I\u2019ve made daily deposits toward clarity, courage, and trust. I hope I\u2019ve helped create the kind of system that\u2014even in my absence\u2014can think clearly, lead wisely, and flourish.<\/p>\n \n —<\/p>\n [1]<\/a> Parrish, Shane. Clear Thinking: Turning Ordinary Moments into Extraordinary Results<\/em>. (New York: Portfolio\/Penguin, 2023), 5, 137-138.<\/p>\n [2]<\/a> Parrish, 21.<\/p>\n [3]<\/a> Friedman, Edwin H. A Failure of Nerve: Leadership in the Age of the Quick Fix<\/em>. 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)<\/em>. Carlisle: Piquant Editions Limited, 2007.<\/p>\n [4]<\/a> Parrish, 25, 30.<\/em><\/p>\n [5]<\/a> Parrish, 221, 220.<\/p>\n [6]<\/a> Schein, Edgar H. Organizational Culture and Leadership<\/em>, 5th<\/sup> edition. Hoboken: Wiley Publishers, 2016.<\/p>\n [7]<\/a> Kouzes, James M. and Barry Z. Posner. The Leadership Challenge: How to Make Extraordinary Things Happen in Organizations<\/em>, 7th<\/sup> edition. Hoboken: Jossey-Bass, 2023.<\/p>\n [8]<\/a> Friedman, 274, 308-330.<\/p>\n [9]<\/a> Walker, 67, 176.<\/p>\n [10]<\/a> Parrish, xii-xv.<\/p>\n [11]<\/a> Parrish, 63, 211-220.<\/p>\nThe Enemies of Clear Thinking<\/strong><\/h3>\n
Questions on Clear Organizational Thinking and Playing to Win<\/strong><\/h3>\n