by Aimee Huber, Executive Director at First Choice Women's Resource Centers

I’m not a big fan of change. I like to plan, stay ahead of the curve, and know what’s next. As a pregnancy center director for 33 years, however, change has come in all forms. We have changed our organization’s name, staff structure, services, counseling methods, locations and staff. Many times, it hasn’t been an option because of our need to remain relevant!

I have found that my ability to lead change focuses directly on how I lead our team. If they know that I care for them and they trust my character, they’ll give me the benefit of the doubt even if they aren’t completely sure they like what I’m proposing. If those relationships aren’t built, change will be viewed with skepticism and reluctance, at best.

One of the most helpful tools our staff has used is the Strengths Deployment Inventory (SDI). Unlike DISC or Myers-Briggs that show people’s personalities, SDI shows a person's motivation. This inventory groups people using colors – red, green and blue. The motivation for a red is to win or achieve. They love the mission. A green’s motivation is to be right. They love information and data. A blue’s motivation is to connect. It’s always about the relationship. Some folks are a combination of these colors or “hubs.” For example, I am a red-blue, so I like to accomplish things and develop relationships.

When I communicate with a red, I need to be direct and straightforward. With a green, I need to bring my data and my research. And, with a blue, I need to make a date for coffee! These methods of communication have been extraordinarily helpful with our team of godly women. We have avoided many conflicts because we try to tailor our communication to everyone’s motivation. For more information about this inventory, go to consentiagroup.com.

John Kotter, a professor at Harvard Business School and world-renowned change expert, introduced his eight-step change process in his book, "Leading Change."

1. Create Urgency – Why is the change needed? Years ago, we had a marketing agency provide feedback that our logo was hard to read. That created urgency for us to update our logo.

2. Get Buy-In – People are more likely to buy into a decision they have influenced than a decision imposed on them by others. Find your stakeholders. You need those who have positional power (their title or position causes folks to pay attention to them) AND informal leaders (folks who have influence with others).

3. Create a Vision – What will this vision look like? Use a few folks to be your test group and envision them. Be sure to ask for their feedback because they may notice something you haven’t thought of!

4. Communicate the Vision – Share what you believe will happen if the change takes place AND remain connected to the change you’re implementing. Don’t consider it done and move on!

5. Remove Obstacles - Uncover the predictable concerns people have, allowing the concerns to be addressed. This increases trust and buy-in.

6. Create Short-Term Wins – Share great feedback.

7. Build on the Change – When we changed our logo, every sign, brochure and publication had to be updated!

8. Anchor the Change in your Ministry’s Culture – Continue to talk about it, especially when hiring new staff so they understand the reasoning and are committed to it.

As I have led change in our ministry over the years, there are a few things I have learned. First, communicate, communicate, communicate! A lack of communication causes folks to fill in the blanks themselves. The more you can explain, the more they will trust you.

I have also learned to grieve and to allow others to grieve. It’s been said that people don’t fear change, they fear loss. It’s hard to leave what you know and embrace something new. Grieving is part of that process.

Finally, it’s okay if you don’t win everyone. Do your best to process the change with your staff as you follow God. He will honor your efforts as you serve Him!