Any Sheepwalkers Out There?

Imagine this.

You've been hired to do a job. Your boss gives you ideas on how to do your job better. You follow through with 2 out of 3 of those ideas, but after a few months, your boss reminds you of the 1 idea you didn't follow through with. You follow through with that idea too.

In the meantime, you start trying out a few ideas of your own. It seems like some of your ideas haven't quite worked out like you had hoped, but the fact that you tried them at all gives you a bit of a thrill, and you are more resolved than ever to be great at the job you were hired to do. Beyond that, you have a vision beyond just doing your job. You see opportunity to expand and create new processes and find it exhilarating to think about creating change and stepping outside what is now considered normal.

The next time your boss gives you an idea, you wonder if it's really just an idea or more of an expectation. You've tried many of your own original ideas but haven't seen a whole lot of success, so you start to think of more creative ideas. You're getting excited about some of your new and more creative ideas and several people have come along side of you that share in your optimism. You put the latest idea from your boss on the back burner. You want to see if he notices.

He does.

He calls you in for a meeting. Your boss explains to you that he's been around the block a few times. He's happy to know your idea-mill is spinning, but he quickly reminds you that there's a greater system of order to consider. After all, one big idea could wreak havoc on the whole system. And besides, the system has been around for quite a few years. He tells you that he's seen people come and go in your field. He's also experienced the ups and downs and has learned what works and what doesn't work from his experience in managing people in your field. He then reiterates the importance of recognizing that there's a greater system to consider, and anything too much outside of that system could be detrimental to the system that he's managed for so many years. And, of course, it's understood that there are consequences to disrupting the system.

After the meeting, you're sure of one thing: You don't want to rock the boat, or disrupt the system. You've thought about the people your boss referred to, the one's who have come and gone. You haven't been here long, so you decide you'd much rather keep your job than risk it.

You no longer view your boss's ideas as suggestions. It only took a few times being called to his office that you realize his ideas and suggestions are more like expectations. You give him what he asks for, even when you're sure there's a better way. Sometimes, right before you suggest a more creative approach, you pull back and decide not to make your suggestion after all. "It's easier this way", you tell yourself. No rocking the boat! Stay in line. Keep your job.

Have you been there?

I have. More than once.

Are you there now?

Seth Godin, in his book Tribes, says that "Many organizations go out of their way to hire people who color inside the lines, who demonstrate consistency and compliance. And then these organizations give these people jobs where they are managed via fear. Which leads to Sheepwalking."

What is Sheepwalking? Godin defines Sheepwalking as the outcome of hiring people who have been raised to be obedient and giving them just enough responsibility mixed with enough fear to keep them in line.

He continues by asking the question, "What happens when you build an organization that's flat and open and treats employees with respect? What happens when you expect a lot and trust the people you work with? At first, it seems crazy. There's too much overhead, too little predictability, and way too much noise. This isn't the top-down model of the factory, or the king and his court. It's chaos. It's easy to reject."

Can we blame them? It's much more difficult to embrace non-sheep behavior. So, rather than reward it and cherish it when it's seen, leaders will punish it, particularly when non-sheepish behavior happens outside of a leaders' control. When this happens, the Sheepwalkers (leaders) will insist that whatever is happening outside of normal is an exception to the rule and feverishly pull the reins on freedom and trust for the sake of predictability and safety, as well as for the protection and preservation of their own position and power.

But what happens, over and over, when fear is replaced by trust, when the king-on-top and factory-style leadership models are replaced with empowerment and freedom, people do amazing things.

When people are set free and given creative reign and control over their work, great things can happen. Terrible things can happen as well. Trust is a risky business. Holding on to control and maintaining the status quo is a lot safer.

So what gives? Usually, not much.

But what about the people who are sheepwalking? What about the people who feel stuck? What about the people who feel like the more they challenge the status quo and lead for change the greater resistance and overwhelming fear they face?

It's a choice.

What separates leaders from Sheepwalkers is how they respond to fear. Sheepwalkers allow fear to intimidate and seize their momentum. Leaders on the other hand use fear as a catalyst for momentum. It ignites an unquenchable passion of unbridled resolve that pushes them out of what is normal and propels them toward innovation and greatness.

If you're stuck, know this: It's your choice to remain stuck.

There is a whole world waiting for you to lead, to break outside of the status quo. Don't let fear and intimidation hold you back. Don't stay stuck.

Make a difference.
Create change.
Take risks.

Lead.

Anatomy of a Movement

Seth Godin, in his book Tribes, outlines three common elements that define a Movement.

    1. A narrative that tells a story about who we are and the future
        we're trying to build.

    2. A connection between and among the leader and the tribe.

    3. Something to do - the fewer limits, the better.

What I see when I look at those three elements is ministry done right. 

First, Christianity is built on the foundation of the greatest narrator who ever lived (Jesus) inviting us to be a apart of the greatest story the world has ever known. How we take it to the next level and reach people where they are is by connecting that story to the changed lives that make up our tribe. It's not just a story. It's life. The future is made up of imperfect people being spiritually transformed by Jesus.

Second, as Christian leaders, it's time we take off ours masks. Enough pretending already. How many pastors or Christian leaders do you know who could never admit a fault, a struggle, a sin? That's bogus. The way we connect people to the Savior is by authentically living the greatest story ever told from the inside out. Take off the mask. Live by example; not by insinuated perfection. I think Jesus would call it hypocrisy (again). A leader who leads with an authentic vulnerability isn't a sign of weakness but of confident strength. 

Third, we've not only been invited to be a part of the greatest story ever told, but we've been given a critical role. Christianity isn't about attending church and listening to a pastor tell stories from scripture and then waiting a whole week before the process repeats. No. Christianity is about following Christ. Living the story. Being the story. Christianity is about action. Movement. And movements get messy. I've seen this. I've lived it. Rules and limits kill movement. Throw aside boundaries and limitations and engage and enable the tribe to run and move and be and you'll have a movement uncontainable.