2. The Ultimate Test of Leadership: Creating Positive Change Change the leader, change the organization. Leadership is everything. Show me any organization, church, civic group, or club that’s successful and I’ll show you leadership. Show me any organization, church, civic group, or club that’s not successful and I’ll show you leadership.

3. Change = Growth or Change = Grief Change becomes grief when: The change proposed is a bad idea. The change proposed is not accepted by the influencers. The change proposed is not presented effectively. The change proposed is self-serving to the leaders.

4. The change proposed is based on the past. The changes proposed are too many, too quickly.

5. Applying What We’ve Learned Will this change benefit the followers? Is this change compatible with the purpose of the church? Is this change specific and clear? Are the top 20 percent (the influencers) in favor of this change?

6. Is it possible to test this change before making a total commitment to it? Are physical, financial, and human resources available to make this change? Is this change reversible? Is this change the next obvious step? Does this change have both short-and long- range benefits?

7. Is the leadership capable of binging about this change? Is the timing right?

8. The Evolution of Change 2% Innovators 10% Early Adopters 60% Middle Adopters 20% Late Adopters 8% Laggards

9. 1.Innovators are the dreamers. They are the originators of new ideas and generally are not acknowledged as leaders or policy makers. 2.Early adopters are those who know a good idea when they see it. Their opinions are respected in the organization. Although they did not create the idea, they will try to convince others to accept it.

10. 3.Middle adopters are the majority. They will respond to the opinions of others. Generally they are reasonable in their analysis of a new idea, but inclined to maintain the status quo. They can be influenced by the positive or negative influences of the organization. 4.Late adopters are the last group to endorse an idea. They often speak against proposed changes and may never verbally acknowledge acceptance. Generally they will adopt it if the majority demonstrates support.

11. 5.Laggards are always against change. Their commitment is to the status quo and the past. Often they try to create division within the organization. The Stages of Change Step 1: Ignorance. No unified direction or sense of priorities is felt among the followers. They are “in the dark.” Step 2: Information. General information is given to the people. Initially the ideas for change are not embraced.

12. Step 3: Infusion. The penetration of new ideas into the status quo may cause confrontations with apathy, prejudice, and tradition. The general tendency is to focus on problems. Step 4: Individual Change. The “early adopters” begin to see the benefits of the proposed change and embrace them. Personal convictions replace complacency. Step 5: Organizational Change. Two sides of the issue are being discussed. Less defensiveness and more openness concerning proposed changes can be observed. The momentum shifts from anti- change to pro-change.

13. Step 6: Awkward Application. Some failures and some successes are experienced as the change is implemented. The learning process is rapid. Step 7: Integration. Awkwardness begins to decrease and the acceptance level increases. A growing sense of accomplishment and a secondary wave of results and successes occur. Step 8: Innovation. Significant results create confidence and a willingness to take risks. The result is a willingness to change more rapidly and boldly.