Tuesday 17 May 2016 Diocese of B.C. Clergy Conference with Janet Marshall (http://www.tucc.ca/about/staff.html)

9:00 a.m. Session 2

This morning we are going to take a look at a fable written to help us understand what has been learned across many organizations about effective leadership in change.

But before we do that is there anything anyone wants to share about anything from last night’s conversation?


Your triangle model (Diakonia  Presbyter Eipscopae) was really good and true. But we forget that when I was introduced to the model of servant leadership we were moving away from the model of priest as God. We know how groups change, some people move quickly, others more slowly, and others don’t change. We need to acknowledge this and keep moving forward.


The focus of the three shifts is corrective from what the present generations see as an over-compensation from previous generations. We are rebalancing from servant leadership as a corrective to what in the past was a more pastoral focus.


1.we need to acknowledge the impact of different size churches. Most of us are in pastoral size churches where it’s all linked with the pastor.  Any change is through the leadership position

2.trust issues – most of us were trained in lone ranger model in ministry. What lies behind our resistance to collaboration?

3.what are we moving into? Do we have a clear sense of who we are going to be five years down the road? To manage change you have to have a sense of where you want to go


1.Church size theory is changing. More churches are functioning as family size churches – the only way in is through adoption.

2.we are going to work on this this morning

3.tomorrow afternoon – change in nature of how we cast vision now and how we move towards change now

This morning we are going to begin with a DVD – “Our Iceberg Is melting” John P. Kotter and Holger Rathgeber (http://www.kotterinternational.com/book/our-iceberg-is-melting/)

Kotter’s 8-Step Process for Leading Change:

  1. establishing a sense of urgency
  2. creating the guiding coalition to find a solution
  3. developing a change vision

4.communicating the vision for buy-in

5.empowering broad based action

6.generating short term wins

7.never letting up

8.incorporating changes into the culture

To survive constant, change  must become part of the culture of your organization.

Is your organization safe? Are you sure your iceberg is not melting? These 8 steps can help keep you ahead of your melting iceberg.

Tomorrow morning we are going to really crack into those 8 steps.

This mornining we are going to focus on the penguins and how we can work in teams.

We need to look at each of the penguins:

Fred: unusually curious, unusually observant, watching the context. For Fred fishing and socializing are not as interesting as watching the iceberg and the sea. He is noted for his observations and conclusions. He is  a worrier rather than a panicker, middle of the pack penguin, younger than the leaders, not a leader or not related to any leader, not an expert, very observant and aware of the times

Alice: a boss but not the most senior penguin, tough and practical. She gets things done, doesn’t care about status – treats everyone the same, well connected and accessible. Alice is cautious but open to investigating, learning more before drawing conclusions, willing to be convinced by evidence. She has the authority to open space for other voices to heard.

Louis: senior penguin, lots of experience, diplomatic, patient, prudent, not easily flustered. Louis may be resistant at first but can be convinced. He is widely respected and treated with deference.

NoNo: NoNo is part of leadership council, used to complaining for others, defends the status quo, resistant t to conclusions re: implications of new information that aren’t his own, protective of his own view. The answer is doing more/better what we always have done rather than change course. NoNos are the money people; they guard the purse strings.

The Professor: well read, intellectual, disciplined researcher/thinker, logical, fascinated by good questions, asks good questions, not most social, chooses books and quiet contemplation over socializing, trusted

Buddy: handsome, attractive personality, well liked, well trusted, not at all ambitious, story teller. Buddy can read people’s emotions and respond in helpful ways

Scout: adventurous – doers, thrill seeker, drawn to the unknown, fearless, motivated – wants to help, devises ways to protect themselves because being a scout is risky, it can be dangerous

Sally Ann: young, wants to help, appreciative and supportive. Finds creative ways of showing support, creative ways of overcoming challenges, alternative to how things have traditionally been done. Wwhen scouts go off to search Sally Ann figures out how to collect enough food to share with the scouts. She is practical, creative. She creates posters and makes hero badges. She thinks up different ways to reward those activities of the risk-takers

Which penguin is most like you? Who are you in these penguins?

Get up and go to the penguin posted around the room that represents you.

Report back –

Freds: Fred role needs some comfort. It is intellectual. His observations come from a degree of separation. But Fred is both strategic and incarnate. Fred gets the bottle and fills it. Include the Freds. It is easy to keep them away because they will be distant at times. Listen to them. They will see possibilities. To ignore possibility is to ignore opportunity.

Alice: Alice is the greatest of all penguins. Alice is in leadership but is open to being outside. She can speak truth to power but can also allow truth to be spoken to her. She can go to the rest of the team to be the change. She gets things done and gets them done in an appropriate way. Alice likes to ask questions. So, be patient with us. We will get things done after you convince us. We allow everybody the opportunity to speak. There is a great sense of equality.

Buddy: We really enjoy hanging out with you and dreaming about the possibilities. We are story-tellers and dreamers. We like being around people. We are good at relational ministry. We are good with groups. Our motto might be: “Flirt to convert.” We love to tell stories. Preaching is a real focus. Therein lies the weakness as well. We can tell you why it would be a great idea to get on a boat and sail somewhere exotic, but we don’t know where the boat is or what to take on board. So, we need the other penguins.  As much as we can be emotionally astute we feel the pain big time.

Professor: We get frustrated when we are asking all the right questions but people just don’t listen. They just don’t want to hear. One of our challenges is knowing what we want to change into. We find there are many penguins who are eager to be challenged.

NoNo is always about forms and not necessarily about the message. If we can keep on track with bringing compassion in Christ’s name then NoNo isn’t so hard to deal with. There is a big elephant in the mainline church room which is that it is really scary when you imagine forms that are not going to pay my kids’ tuition through college. The model in the background is still where I get a stipend and they get ministry. But the facts are this is not going to be the way it is in the future. We are as terrified as all the other penguins. But we can find the same courage as everyone else.

Louis: is being patient.

Scouts: do all sorts of things. We link to entrepenurialship quite heavily. We ask the right questions when the meeting is almost over. We make mistakes and embarrass ourselves sometimes. But we have the excitement of seeing things go well sometimes. We need collegiality from all penguins. When you live out on the edge you may be seen as strange. Work with us and be patient.

Sally Ann: We have gifts of being trustworthy and consistent. We know what we are doing and how we are trying to be helpful. We need you to understand we do try to hear the other voices, but we really are agents of change. We are here to help make it happen.

Louis is ready to speak now: We know that sometimes you need to step back, be calm, stop, but keep the real goal in sight. As the leader we don’t let go of the vision. There is a difference between panic and urgency. Keep panic down but keep sense of urgency alive. There needs to be time. Don’t think we are not considering everything. Silence is not us not not making a decision. Don’t over-think the process. Leave room for the Spirit to move. Our role is to say all the time that we’re not the leaders, Jesus is the leader.

What did you think of listening to different penguins.


Tell us about NoNos.


You all have NoNos in your parish. They live to protect what they know and what we have. In a time of great change, they lose their authority so they become very active.  When the NoNos become active, it means something is happening; they are beginning to notice.

We can function out of a number of penguins depending upon the conditions.

Their gift is to make sure that we are doing our job in doing good process and listening well. They remind us when we are getting too focused. NoNos and professors do really well together. Professors can help NoNos come around.

NoNos need:

data in order to make their case. But they are also using data to mask their fear of change. NoNos are trying to protect other penguins from shame. We are doing what we do now because it worked really well 30 years ago. They are still trying to do what worked before.  But the problem is the boat has changed direction.

NoNos are protecting the congregation from realizing that if they let go of what worked in the past they will feel shame. What gave them life in the past no longer works for their children. This feels deeply sad and painful. NoNos want to protect us from that pain.


The great alleged concern of the Diocese is for children and youth. This concern masks the sadness and fear of the loss of children and youth.


Its a step along the way. Congregations all go through that. The step after that is about becoming the kind of church that feeds and nourishes us so that we can create relationships with these people.


Jaroslav Pelikan:

“Tradition is the living faith of the dead, traditionalism is the dead faith of the living. And, I suppose I should add, it is traditionalism that gives tradition such a bad name.”

NoNos bring this to our tradition. They cause us to ask: is this our tradition, or traditionalism?  In terms of being a sacramental church why are we so opposed to lay presidency? Is communion of the unbaptized about tradition or traditionalism? In terms of the marriage canon, is this tradition or traditionalism?


Can you talk about other pairings?


We each have particular characteristics that are helpful. It gives us language to challenge each other. We need a sense of play at the beginning of a change process.

Buddies and Alices need to work together. They are a good pairing.

Freds and Professors are good together.

The Sally Anns think about what helps people make people feel they are in a space that makes them comfortable.

Louis’ watch emails and eventually they weigh in and say, “Here’s what we are hearing and what we need to say.”

Scouts hover to wait and see if anyone is serious about change. They need to know whether or not it is worth stepping out.


Penguins know what the crisis is. One of the problems we have is that we are not sure what the catastrophic issue is. There is a whole herd of elephants in the room. But these elephants don’t address the real crisis. There are probably 8 or 9 different icebergs that are melting. How do we determine the real crisis?


NoNos raise the alarm bells around what people are going to feel. They can dominate the meeting. They are holding the emotional heart of the congregation.  We need to call the NoNos on their behaviour.

For the last 20 minutes we are going to have a conversation in mixed penguin groups answering the questions:

What do you need more of right now?

The era of lone wolf leadership is over. On your own you can tinker with the system but you can’t make cultural change. Think about who are the penguins in your congregation who you need?

There are all sorts of characters and skills now that are needed in leadership. Broaden your perspective of who is needed and why.

Around this room are your colleague leaders. This is where you will find your teams as you navigate Diocesan change.