Page
Different Types of People
Completion requirements
In his introduction to this Lesson, Dr. Buckingham informally identified four types of people in a congregation in terms of their attitudes toward change:
Radicals
Some people love change. You might jokingly say that they’ve never seen a proposed change they didn’t like. They give bored easily with the way things are. You have a proposal for change? They’re with you.Traditionalists
On the other end of the spectrum are a number of people who hate change. You might say that they never saw a change they liked. Have a proposal for change? They don’t need to see it. They don’t like it.Conservatives
In the middle are two groups that are a little more reasonable. Both are willing to change and both think about it. Where they differ is whether they are more or less inclined toward it. Conservatives, as the name suggests, tend to value the way things are. They resist change and require evidence and good reasons for it. But if you can provide enough evidence and show them the real benefit of change, they will not only support you but potentially be very strong supporters indeed. They just need to see the proof. “If it ain’t broke, don’t fix it.”Progressives
The final group has a predisposition toward improvement, but in a thoughtful way. They have a low threshold for convincing. Does your proposal make sense in terms of the mission of your church or the Church? Does it seem to move toward good outcomes and advance the kingdom of God on earth? They’ll be with you without much convincing.Additionally, Dr. Buckingham described three different types of traditionalist as well:
- The “out of here” traditionalist. You don’t even get a chance to talk to them. They don’t like the change and they’re off to another church.
- The “I don’t like it” traditionalist. They are nice people. They’ll stick around and put up with it. They’ll weather your storm. They just don’t like it.
- The “to the death” traditionalist. “I was here before you came, and I’ll be here after you leave.” These are the most difficult hurdles to leading change.
However, as Dr. Buckingham also said, people usually have reasons why they resist change. It is easy for leaders always to assume the problem is with those who are resisting. However, sometimes they’re right! Edward de Bono in his book called, Six Thinking Hats, has one hat that relates to finding the problems in any proposal. Certain personalities seem to wear this hat all the time and never take it off.
But de Bono argues that it is good for a leader and team to wear this hat together at some point in the process of formulating a proposal. The key, de Bono implies, is then to take it off once those sorts of questions have been asked and adequately answered.
Sometimes individuals resist because they find their security in the way things are. In such cases, a leader needs to be pastoral, showing that there will be security in what is ahead. Sometimes it’s because someone currently has power and change may threaten it. This is a spiritual issue that, again, could use some pastoral care. Others just need a lot more time and patience to be shown the true benefits of the change. Some need to be brought onto your side through difficult but honest conversations.
A few will never accept change. This is where difficult conversations come into play. You will find a whole lesson on having difficult conversations in another micro-course by Dr. Buckingham called Unchained Leadership: Breaking Free from Insecurity.
Another way to think about these types of people are in terms of innovators, early adopters, late adopters, and non-adopters.
- Innovators will eat the mushrooms for others to see if they are poisonous. Unfortunately, some of them will probably die. Innovators are the pioneers. They thrive on change and are always looking for the next big idea. They are open-minded, curious, and willing to take risks. Their enthusiasm can be contagious, and their risk-taking nature can be an asset when trying new strategies. However, it is also crucial that their zeal doesn’t overshadow the need to calculate risk and make well-thought-out plans.
- The non-adopters create significant issues when change is important. Unfortunately, if they cannot be convinced, do not leave of their own accord, and if the change is important, they must either be worked around or defeated.
- The early adopters are natural allies in good change. All they need to be shown is the value of the change, and they will be on board. Engaging with early adopters requires showcasing the benefits of the proposed change and how it aligns with the broader goals. They often act as the bridge between Innovators and the broader community, so their buy-in is critical. Listening to their feedback and making them part of the change process can be effective.
- Late adopters are no problem if they are not crucial or an obstacle to proposed changes. They are skeptical of change and will only embrace it after most others have. They need more evidence of the change’s benefits before committing.
Patience is vital when dealing with Late Adopters. Presenting them with evidence, testimonials, and tangible results can help sway their opinion. Additionally, involving them in discussions and addressing their concerns can aid in winning their trust. Ultimately, they will come along when they are ready.
Here are some strategies when advocating for change:
- Clear Communication: For all types of individuals, clear, consistent, and transparent communication is essential. This prevents misunderstandings and reduces uncertainty.
- Inclusion: Making individuals part of the decision-making process, or at least taking their feedback into account, can result in better buy-in.
- Empathy and Understanding: Everyone reacts to change differently, often based on past experiences, fears, and individual personalities. Showing empathy and understanding these nuances can build trust.
- Evidence-based Approach: Sharing success stories, providing evidence of the benefits, and showcasing results can persuade many, especially Late Adopters and Traditionalists.
- Continuous Feedback: Encourage a culture where feedback is sought and valued. This gives everyone a voice and can highlight potential pitfalls early on.
Understanding the different personalities in relation to change can significantly impact how you navigate the tricky waters of change management. Recognizing where individuals fall on the change spectrum can help a leader tailor his or her approach to fit the unique concerns of a congregation. Such awareness can ensure smoother transitions and more positive outcomes.
In the words of Winston Churchill, "To improve is to change; to be perfect is to change often." Knowing how to guide different personalities through this process is the key to effective change.