When I first arrived at Watermarke Church , I didn ’ t expect a parade , but I assumed people would be excited to have a person in the leadership seat who wanted to lead . My predecessor was a remarkable man who simply wasn ’ t a fit for the role . He knew it , the staff knew it , and eventually , the congregation discovered it . He reluctantly sat in the pointleadership seat for nearly two years before my hiring .
In no way did I feel like a hero coming to the rescue . But naively , I expected our church to welcome the presence of a leader ready to do the job . I shrank the church in my first month just by simply arriving . I didn ’ t understand it at the time , but it was easier for congregants to uncomfortably leave their church than uncomfortably remain with so many potential unknowns .
It ’ s impossible to overstate the power of comfort . It ’ s not your fault , but your inherited team was comfortable and is no longer . Your presence is the problem . Or the hole left by the previous leader is the problem . Everything that comes with transition is uncomfortable . You can ’ t fix what you can ’ t name . This is why understanding your team ’ s discomfort is paramount in the early days of leadership .
The intentional process of learning about the team and how to win is directly connected to supporting people out of their comfort and into the second emotional transition state . Without some element of trust , you ’ ll be illequipped to lead and support the team along the next portion of the transitional journey .
Your Job : Confront the Comfort
Our longing for comfort is a force to behold . And to confront .
Your job as the leader of the inherited team , department , division , or organization is to confront the comfort . This does not mean we become workplace drill sergeants , barking demands and demanding obedience . We lovingly confront comfort by engaging the team personally and relationally .
During these initial personal , one-on-one , and skip-level meetings , it ’ s critical to call out your desire for comfort and how you feel about the loss of comfort . Ask each person what was previously comfortable about their job or the team .
One of our leadership temptations is to move forward and make progress . We want to proceed , and discussing the past feels like an impediment to progress . Why would we intentionally place a speed bump on the transition freeway ? If you ’ ve ever been to a counselor or therapist , you probably know the answer . You don ’ t need to ask team members about father wounds , but you do need to help the team recognize the challenge of losing comfort .
What they are feeling as this transition commences is the comfort that was forcibly removed . One moment they were chilling in the workplace recliner , and the next , they were ejected into the abyss of discomfort .
Do not pretend they will just “ get over it .” You
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