3 Questions To Pinpoint Change
“Progress is impossible without change.” - Craig Groeschel
The best way to stunt organizational growth is to resist change. If your team constantly thinks the same way, holds onto the same habits, and makes the same assumptions, then you will continue to get the same results. If you want to grow, then embrace change.
But how do you decide what exactly needs to change? In this 3-minute clip from our latest One Day event, Craig Groeschel gives us three questions we can ask ourselves to help pinpoint areas in need of change.
Prefer to read rather than watch? Here’s the transcript to Craig’s talk:
Here's some amazing questions I think that you might want to ask if you're here with your team, or you go back and cover this material with your teams. Three very important questions. What is no longer working well and needs to be changed? In other words, I know we started this back in 1929, but it's kind of flat and it needs to be changed. What is no longer working well and needs to be changed?
What is no longer working well and needs to be stopped? Let me tell you what this is, especially for church people. What is no longer working well and needs to be stopped? Whenever you find yourself ... Let me do the next one first, one more. One more. Ask yourself this, if someone replaced me, what's the first thing they'd change? Crazy important question. If someone came after me, and I'm no longer emotionally attached to this event, or to this program or to this product, someone came after me, what would they change? How do we know? If we're promoting some event, you're a church leader and you're promoting this event, hey come Wednesday night it's going to be the most amazing thing.
Bring all your friends. We've been praying for this. It's going to be amazing and you're thinking to yourself, I wish we weren't doing this. I'm so sick of this thing. Oh bring everybody, it's going to be amazing. I wish I could just stay home and watch Netflix. Oh I can't wait for you to be there, it's going to be fantastic. I hate this event every single year. If you are you're team, you're thinking that, you're trying to manufacture excitement for something, that's something that needs to be changed. Ask yourself, what's no longer working well needs to be changed. What's no longer working well and needs to be stopped? And if someone were to replace you, don't miss this, someone came in after you, what's the first thing they'd change? They'd change the name of the church, they'd change the service times, they'd change the style. They'd get rid of the staff member that everybody hates but you know her mom so you won't change her, whatever it is. Be honest about it and answer those questions.
Number one, change how you think about change. Number two, discern what needs to be changed. How do we lead change? Number three, we're going to obsess about the why before the what. We're going to obsess about the why before the what. Why do we do this? Because there's two times that people change. When you think about it, anyone who changes, there's only two times that people will change. When do they change? They change when they have to. In other words, listen if you don't stop smoking, you'll be dead by Tuesday. Oh, I better stop smoking. If you don't lose 20 pounds, your chance of a heart attack goes up whatever. Okay, I better stop eating four gallons of ice-cream before bed. Bye, bye Ben and Jerry, I just broke up with you. They change when they have to change.
They also change when they want to change. That's the only time people change. They change out of desperation or they change out of inspiration. What we want to do is they may not have to change and almost all of our organizations, they don't have to change. So we have to leverage the why to help them want to change. We have to leverage the why. So often what we do, is we start with the what. Here's what's going to change. We have to lead with the why in order for the what to make sense. In fact, I love to say this, that people will go along with the what, but they will give their lives for a why. Lead with the why before the what.