LIBERTY UNIVERSITY JOHN W. RAWLINGS SCHOOL OF DIVINITY
To Lead Change, Leaders Need the Courage to Change Themselves
CLED 700
A Paper Submitted to
the Faculty of the School of Divinity
in Candidacy for the Degree of
Doctor of Ministry Department of Christian Leadership and Church Ministries
By
Henry Edwin Shikuku
Lynchburg, Virginia
10/2022
Whether you are a young or an experienced leader, you have made a considerable
“investment” in your leadership. That investment includes formal education and training, time
spent learning from mentors and other wise leaders, lessons from previous ministry
experiences, and more. But what if some of the development that brought you to this point will
not serve you well going forward? Are you willing to admit that you need to change and do the
hard work of unlearning old habits and assumptions and approaches so that you can develop
the new ones you will need?
The courage to change precedes all of the other kinds of courage for change. Healthy
organizational change will not occur unless you are willing to reflect and learn and grow and, in
doing so, to change yourself. To lead well, you must have courage to be changed.
The courage to not know
One of the hardest phrases for a leader to utter is “I don’t know.” This is especially true for
pastors, whose formal training prepares them to know the answers to complex theological
questions. Think of any of the bigger challenges facing your church or ministry. If the solutions
were obvious, you’d already be implementing them. This reality puts leaders in the position of
not knowing the best path forward. And for leaders who pride themselves on being able to
answer every question, this is a very uncomfortable place to be. But if you want to master the
art of leading change, you need to have the courage to say “I don’t know” and “I need help.”
The courage to invite differing opinions
Saying “I don’t know” is done most easily in a cozy gathering with a few trusted friends. But
pastors and ministry leaders may need to voice those words in larger gatherings that include
people who are skeptical or critical of them. That takes courage. It takes even more courage to
reach out to these less-than-supportive individuals, seeking their input or inviting them to be
part of a leadership team. Think of two or three people whom you are reluctant to invite into a
leadership position, despite the fact that they have clear leadership gifts. If your reluctance is
just because they see thing differently or ask a lot of questions, they may be exactly the people
who need to be in the leadership circle. Having these people in leadership roles may result in
better decisions and broader congregational support.
The courage to fail
Many leaders, and the people they lead, operate from a risk avoidance perspective. They
want a sure bet. They may give lip service to a notion such as “failing forward,” but then they
quickly ask about a proposed change, “Will this succeed?” Victory is never assured when
leading significant organizational change. Therefore, the courage to fail is an essential attribute
for change leaders.
The courage to persevere
Too many change efforts have failed because of a lack of perseverance. Organizational
transformation is a slow process with many twists and turns. It takes courage to persevere
when a critic seizes on the moment to proclaim, “I told you this idea wasn’t going to work.” Or
even worse, “I told you this leader wasn’t going to work.” It takes courage to press ahead when
supporters abandon their commitment to a task or worse, their commitment to you. This is not
to say that leaders should press ahead with every change effort, regardless of opposition,
warning signs, and disappointing results. The art of leading change involves distinguishing
between an experiment that isn’t going to work and an initiative that needs a little more time
and effort.
The courage to leave
An office building may have a universal key that fits all locks, but a “universal leader” exists
only in myths. Leaders are called to a specific role and context. Said another way, your gifts may
be just what a church needs in one season but not in the next one. Some leaders get so
comfortable in a context that they miss the Spirit’s promptings. Leaders should not expect their
tenures to be short, but they should be willing to leave when they sense, after discerning with
the help of the Spirit, they are no longer the right person for the role.
The courage to lead
Are leaders born or made? The question has been asked for years, and my answer is “Yes,
both.” Some people are born with incredible leadership gifts that are evident before they reach
adulthood. Others are not “born” leaders, but they grow into significant leadership roles
through training and experience and reflection. And, of course, Scripture is clear that the Spirit
gives the gift of leadership to some. Regardless of whether a leader is born or made, the act of
leadership requires courage.
Wherever you are, if you find yourself gripped by fear as you step toward leadership,
remember the words of God to one anxious leader: “Be strong and courageous. Do not be
afraid; do not be discouraged, for the Lord you God will be with you wherever you go” (Josh
1:9).
