Leading in Challenging Times
Patrick Lencioni discusses keys to leading ministries during times of economic turbulence.

interview by Frank Lofaro | posted 5/26/2009

Christian Leadership Alliance president Frank Lofaro recently interviewed Patrick Lencioni, leadership expert, consultant, author, and president of the Table Group. Lencioni has authored some of the most renowned management and leadership books, including The Five Dysfunctions of a Team (2002). His eight business books have sold 2.5 million copies, with translations in 20 languages. The books tackle organizational health, leadership, and teamwork. Lencioni, a keynote speaker at the 2009 CLA National Conference in Atlanta, talked with Lofaro about leadership in the midst of crises.

What is the core message of your books?

All of my books present concepts that are simple in theory but difficult to put into practice because we are easily distracted and enamored with complexity. And in one way or another, they're about making the organizations where we work and live healthier and more effective. Getting back to simple truths that we know, whether in management or faith, is almost always the best solution, especially during difficult times.

How do ministries maintain productive relationships with employees and lead in a godly way in an uncertain economy?

One of the first things to do as a leader during these times is to be vulnerable. Don't pretend to know all the answers and don't try to convince people that everything is fine. Be honest about what you see happening and how it makes you feel. People are looking for honesty, clarity, and courage.

We also have to help our people keep a proper perspective. Yes, it is a difficult time economically, but people have endured worse in this world and done so without fear. The secular world wants us to be afraid. It is all you see on the news. But we have to remember Christ's constant reminder: "Fear not, for I am with you." And what did Paul say? "Be anxious for nothing!" Every great leader, every saint, and every great person who serves Christ has done so during difficult times. We need to embrace that and realize that this is our time.

And finally, we have to over-communicate right now, especially with our direct reports, and minister to them first. When we skip that—when we try to reach out throughout the organization during a crisis without giving enough attention to our own direct reports—we don't equip them to be good leaders for their people. Ironically, this drastically reduces our ability to impact the organization.

What do you mean by "minister to direct reports"?

Essentially, it's about managing them and ensuring that they are prepared to lead with courage and wisdom and faith for their people. It's about spending more time listening to their fears and concerns. This allows them to do the same for their people. I suppose it's like Christ taking the time to develop his apostles so that they could go out and spread the gospel to so many people. Christ didn't neglect them because they would later be called to carry on what he had started.

How do we over-communicate?

Getting teams together for regular discussions is more important now than in good times. And it is almost impossible to do too much communication right now. That takes time and energy, and seems like a distraction from getting the "real work" done, but without it, the real work suffers because people are already distracted by what is going on around them. This is a time for more meetings and more opportunities to solve problems as a group and to let people have exposure to their leaders.

Some say now is a time to innovate more than ever, while others say, "hunker down and weather the storm." What do you think?

When we're talking about finances, we're probably re-quired to hunker down a bit in terms of new investments. But that is different from hunkering down in terms of innovation and coming up with new ideas. I like that old saying, "Necessity is the mother of invention," because it is during times like these that great teams come up with ideas that they simply would not have when things were more comfortable.We cannot simply retreat, cut budgets, and do less, because that is a recipe for boredom and worry among our employees. We have to rally them around finding ways to do more with less, and opening themselves up to the very real power of the Holy Spirit. This is not a time to become complacent and idle. That only creates a spiral of self-fulfilling prophecy. So innovate like never before. And be inspired by the earliest followers of Christ, who became stronger during times of great persecution and challenge.

This economy may cause some nonprofits to close. How should we view that possibility?

If it is time for an organization to end, having the courage to do that and understanding how to do it well is critical. As it is written in the Bible, there is a season for everything. I hope that is an appropriate application.

I believe that the purpose of a ministry or any organization should not be to simply survive, but rather to thrive in fulfilling its mission. Some nonprofits may have run their course or may not be healthy enough to warrant continuing. By closing, they can allow their donors and employees to be revitalized by moving on to other ministries that are poised to fill a more important need.

This is hard to come to terms with, I realize, especially when people's livelihoods are at stake. But if we see our work as part of one large effort, connected to all others who serve in the name of the Lord, then maybe we can understand the benefits of pruning so that the whole body is stronger and more effective.

And you don't think that is bad?

Sometimes it is tragic, if it is the wrong one. But sometimes it is necessary and good. The only way to discern that is by prayer. "Is it God's will for us to end this now?" One of the great tragedies of our time is that we forget that God is in charge. It is so easy to have the attitude of, "I trust God, but I'm in a crisis now and it is up to me to do this on my own."

Is there a risk of organizations compromising financial integrity at this time?

I suppose so. When times are tough, people face temptations, either to do something for themselves or for what they believe is expedient for the organization. In this latter example, a leader has to remind people that while it is critical that we do everything we can for the people we serve, it is also imperative to do so in a way that doesn't jeopardize the larger mission, which is to live Christlike lives and set an example.

How do leaders reinforce that message?

The CEO can't be the only voice. That's why they must utilize their direct reports. The management team must let people know that if they sell out for expedience under pressure, it will be remembered forever.

How do we avoid silos and turf wars in times of crisis?

Actually, during crises, many organizations intuitively adopt a united goal that breaks down silos. In my book Silos, Politics and Turf Wars, I discuss how emergency-room doctors and nurses, firefighters, police, and soldiers on rescue missions really get this right.

That's because during a crisis there is no time to waste energy on things that aren't critical, and there is a clear rallying cry that unites people. Leaders have to get their people, across different departments, rallied around a common goal or purpose. And during a difficult time, that is actually easier to do.

Speaking of the executive level, isn't it natural for department heads to put their department first in crises?

First of all, it is completely human and normal to do this. And it is completely counter to what is right for our organizations, not to mention counter to our Christian faith. What does this look like? Imagine a department head saying, "I don't want to have to lay off any of my people. They expect me to be loyal to them, so I am going to defend them and lobby not to cut resources from my department no matter what." What should happen instead is the executive team putting the needs of the entire organization, and more importantly, the people they serve, above their own interests. If that means volunteering to incur more of the suffering because it is the right thing to do, then so be it. Is that easy? No. But I can't imagine a Christ-centered organization doing anything else.

What big-picture lessons can we learn from all of this?

We live in the most secularized society our nation has ever known, and have come to equate economic health with the health of our nation or our organization. Let's not fall into the trap of believing that we are only as good as our cash flow. While I certainly believe in free markets and the benefits of financial health, I don't believe in letting our collective joy be determined by finances. Maybe this economic slide is exactly what we need to rediscover our focus and revise our efforts with less resources but greater clarity and commitment to what matters most.

The Table Group is dedicated to providing organizations with ideas, products, and services that improve teamwork, clarity, and employee engagement. The widespread appeal of Lencioni's leadership models has yielded a diverse base of speaking and consulting clients, including a mix of Fortune 500 companies, professional sports organizations, the military, nonprofits, schools, and churches. Learn more at TableGroup.com.

Copyright © 2009 Christian Leadership Alliance. Click for reprint information.