Bolsinger: Adaptive leadership required for transformation
DALLAS—“Leadership is disappointing people at a rate they can absorb,” author Tod Bolsinger said, attributing the definition to adaptive leadership experts Ronald Heifetz and Marty Linsky.
Bolsinger gave Dallas Baptist University’s Nexus Leadership Conference participants few assurances the work of leading churches and other Christian organizations in a changing world would be successful.
However, he said, leadership in troubled times is essential no matter the result.
“This is the big surprise when you stepped into leadership. This is what nobody told you when they gave you that promotion … They never told you that you are actually going to become the chief disappointment officer,” saidBolsinger, co-owner and principal of AE Sloan Leadership.
When an organization chooses a new leader, it expects the new leader will “make life better,” whereas “what you understood is that God wanted them to make their lives new, that God’s going to use you to transform them,” Bolsinger explained.
Working with people through transformation is the big challenge of leadership, he said, and what makes leadership unique.
Stewardship isn’t leadership
But the Bible doesn’t have much in the concordance about “leadership,” he noted. Instead, the Bible talks about management, described as stewardship—“taking care of the things entrusted to your care.”
“Paul even describes this as the work of the gospel, being stewards of the mystery of God,” he noted.
However, he said there’s a difference between stewardship and leadership, which can be seen with Moses. The “manager” would make calculations and surmise it should take six weeks of marching to get to the Promised Land, but “the leader knows it’s going to take 40 years, and not everybody is going to make it.
“Because it’s going to require transformation. And people resist transformation.”
Bolsinger recalled when he taught seminary, ministry colleagues told him, “You know, seminary didn’t prepare me for this—this thing that I have.”
Ministers “love holding people’s hands,” praying for them and caring for them, pulling people together, working out ideas with people on a whiteboard, but they weren’t prepared for the challenges of COVID-19, for example—where “people became deeply divided over things that you didn’t expect.”
Yet, leadership is “energizing the community of people toward their own transformation in order to accomplish a shared mission.”
Bolsinger noted, in times of crisis, “there’s actually an opportunity to become more transformed.”
The United State has been through a lot since 2001, Bolsinger said, listing a series of crises beginning with 9/11 and the 2008 financial crisis. 2020 brought a pandemic “that led to a lingering economic crisis that has led to a political crisis that reverberates through our culture and through our pews.”
There have been harder times to lead through than these, he said, but where the country is now, “it’s complicated,” and “nobody has prepared us” for this.
People are good in “acute crises,” Bolsinger noted. When there’s a hurricane or fire, as in Altadena, Calif., where Bolsinger is from, people and churches scramble.
In a crisis, people know what to do. Congregations figured out how to adjust to the constraints of COVID-19. In an acute crisis, “you come together, you stabilize, you protect, you buy time.”
But the second phase to the crisis, what Heifetz and Linsky called the adaptive phase, is where “you have the opportunity to address the underlying issues that have been revealed by the crisis. The things that were there all along, but that we didn’t have the will to confront,” Bolsinger said.
God’s mission is forward
In a crisis, the focus is on getting out of the crisis. The sole focus of someone in an emergency room is getting home or “back to normal,” he explained.
When “you’re trying to lead people through a time of transformation that’s disruptive,” remember “family” and “familiar” share the same root word.
“It means that when we feel unfamilied, when we’re in an unfamiliar place. … you don’t just feel disrupted, you feel alienated. You feel abandoned. You just want to get back.”
Bolsinger noted a lot of churches feel this way. They want to get back to normal and how things were. But, Bolsinger asked, “Back to what?”
Do they want to go back to a church that has been losing Millennials and Gen Z at the rate of 100,000 per month for 20 years?
“We want to go back to that which is familiar to us, when the mission of God calls us forward,” he said.
Adaptive leadership requires leaders to address the issues a crisis revealed and lead a congregation through transformation.
Bolsinger said the issues in the culture and in churches are “deep, complicated issues” that aren’t going to be solved by getting a “kicking” worship band or “changing your name from First Baptist to The Flood.”
Edwin Friedman, a Jewish researcher, put it this way: “When any relationship system is imaginatively gridlocked, it cannot get free simply through more thinking about the problem. Conceptually stuck systems cannot become unstuck simply by trying harder.”
“For a fundamental reorientation to occur, that spirit of adventure which optimizes serendipity and which enables new perceptions beyond the control of our thinking processes must happen first,” Bolsinger said.
But in times of crisis, the default is to one’s training, Bolsinger emphasized.
To lead adaptively, leaders must learn a different way of leading by asking whether the problem to be solved is a technical challenge that can be solved by an expert, or whether the problem is adaptive with no clear answers to be solved by experts.
Transformation through adaptive leadership
With an adaptive challenge, transformation comes through learners who are experimenting, like 19th century explorers Meriwether Lewis and William Clark.
Lewis and Clark are the subjects of Bolsinger’s book Canoeing the Mountains. Though they were hired to be water guides, the men learned when they arrived at the top of the Lehmi Pass their canoes were not the answer to the mountains that lay ahead.
Leading through transitions sometimes requires leaders to “face unchartered territory,” and go forward into a future totally different from the world behind, Bolsinger said. These leaders must help those they lead lay down the “canoes” that don’t work in the “mountains” ahead of them.
Leadership on mission is “wholehearted.” It is dedicated not to preserving the past, which is what the people fear—loss—when leaders think they fear change, but to forge into the future where God is leading, he concluded.
Bolsinger also encouraged chapel students, through the story of Jehoshaphat in 2 Chronicles 20, to know their “superpower”—or the thing they do really well. But when “the thing you do well stops working,” don’t just try harder.
Instead, Bolsinger said, “Stop. Look. Listen, then go (love).”
Before leading his people into battle, Jehoshaphat called them together and made them stop and look at God, he noted.
To be prepared for difficult times, follow that example and “do a deep, deep apprenticeship with Jesus.”
In difficult times, don’t rely on a superpower, Bolsinger said. Doing the wrong thing harder will not work. Instead, do something that requires dependence on God.
Listen to “the pain around you.” Find the “ones God wants you to hear,” and meet their need.
Live Galatians 5:6, he urged. “Love the people in front of you,” he said. To be a real Christian is to do what love demands.








“It’s my family tradition in book form,” said Newbell, a former director of community outreach with the Southern Baptist Ethics & Religious Liberty Commission. “Yes, it’s for Black History Month, but you can use it any time.”



