
Church leaders today have to be innovators. I’ve tried my share of innovation, but what I tried wasn’t always smart. Larry Osborne, senior pastor of North Coast Church in Vista, CA, recently posted some helpful innovation tips on his blog.
Students who have taken the Rockbridge Seminary online course “Leading Change” will remember the change analysis assignment using the Nelson Change Formula, a tool used to predict the effectiveness level of an innovation. Remembering Osborne’s tips may make the formula even more useful.
1. Whenever possible, innovate at the edge of the organization – or even outside the existing structures.
Over time, our best innovations will often be so successful that they swallow up the old. But the goal is to have past gains swept aside by the success of the new rather than tossed aside in anticipation of the new. The difference is critical in terms of organizational chaos and pain.
2. Make sure you have both Champions of the Future AND Protectors of the Past.
If your bias is innovation, you may need to identify someone within the organization who naturally wakes up worrying about the negative effects of any proposed changes. If your bias is for protecting the past, you’ll need to find a way to give someone in the organization the freedom or even the job of rocking the boat. That doesn’t mean you’ll do everything they suggest. It does mean they’ll have a place at the table and the opportunity to have their risky new ideas carefully considered rather than relegated to the nut pile.
3. Remember, the startup phase ends the moment we’ve gathered critical mass and some raving fans who love what we’ve created.
When we started a video worship venue called The Edge, it quickly grew to over a thousand each weekend. But with the speed of cultural change, it wasn’t long until what was once edgy no longer pushed the envelope to the same degree. Some of my team wanted to make wholesale changes to make sure The Edge stayed edgy. But doing so would have driven away six to seven hundred of those who loved it just the way it was. Our solution was a series of subtle changes to keep things moving along and the startup of a new edgier edge called LAST CALL. It allowed us to continue to innovate without losing all we’d worked so hard to gain.
4. Have an exit strategy.
Serial innovators make their plans with a clear exit strategy in mind. They don’t burn the boats. They unlock the back door in case they or their idea have to make a quick exit. Sometimes it’s with the words they use. Think how much easier it is to shut down an experiment than a new initiative.
Osborne’s full blog posts:
Innovation’s Blind Spot: Protecting the Past as Important as Creating the Future?
Posted by Sam Simmons 