Transitions - Need Communication
On the previous day, our Senior Pastor announced his resignation to the staff. Shock, tears, stunned silence, and unspoken questions hung in the air as our team tried to grasp what this meant now and in the future. What I realized was that the team needed to be heard and as many of their questions as possible needed to be answered.
I scheduled the meeting immediately for the next day - to give folks a chance to think and pray about it before discussing it - so that they would "respond" rather than "react" to the news. And, as already stated above, this also gave me time to pray.
Trying to remain positive and assuring, I reiterated what our Sr. Pastor stated the day before and then asked for questions, comments, or concerns. They came slow at first, but eventually began streaming in. I answered the questions I could, wrote down the ones I could not answer along with their comments and concerns. Did it solve all their worries? Not by a long way. Did it offer a promise of a different approach to communication? I think so. Did it help? Yes.
What's the next lesson in this series on transition? Communicate, communicate, communicate!
- Pray for God to lead each opportunity for communication.
- Keep the doors of communication open - by propping open the door. Only you as a leader can set the example for right communication. Rather than wait a while, I was able to communicate quickly, reiterating the situation we were in, and help prepare each of us for any questions or concerns that might come at us.
- In this way, proactively communicate what has happened and what is happening over the transition time period - and beyond.
- "People are down on what they're not up on." We often assume the worst when we hear news from the "rumor mill." If we communicate clearly and formally as leaders, then our people are better prepared when they receive messages from "rumor control" (which is just down the road from the "rumor mill").
- As you read above in my prayer journal entry, communicate with the right motives: glorify God, honor the church and individuals within the church, and seek unity.
- Remain visible and positive. Don't let fear, uncertainty, and doubt take away joy available to us even in the most dire of straits.
- Be vulnerable. An open approach to communication will speak to the team as much or more than the words you use.
- Communicate to the right audience in the right order. In this case, communication with the staff happened, of course, after our council (elders) had already known, yet before it was announced to the congregation.
- Lastly, put it in writing. Document what needs to be communicated and distribute it to the team.
- Over-communicate. Two examples: Firstly, when we communicate transitions - someone leaving, someone transitioning to a different role, etc., folks don't need to know ALL the personal details of a staff member's situation. Stick with the relevant facts and leave the rest to that person so that they can decide what to communicate and to whom. Secondly, if we simply communicate too many details, then it becomes overwhelming to the team. Stick to the main points. Offer more information as it is requested.
- Under-communicate. I've worked for leaders who refused to communicate. And, when they did, it began to make sense why they didn't. Speak early and often - especially about the stuff that matters. And, speak the message consistently!
Last note. Communication is a two-way street. When we know that our leaders listen first, then we are ready to listen even more closely. Therefore, be sure to ask for questions, comments, and/or concerns - and write them down. Your staff will thank you for it.
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