If those around you sense that you have all the answers, you’ll alienate them. Liz Wiseman, author of Multipliers: How the Best Leaders Make Everyone Smarter, calls these leaders ‘accidental diminishers,’ leaders who in giving all the answers actually squelch ideas in others.[3] When that happens others may withhold important information you need to know in your new leadership role. Getting correct feedback is crucial to successful onboarding, even if it’s not what you want to hear. A know-it-all attitude can stifle opposing perspectives you need to hear as a new leader. And failing to seek input from others can also convey a smartie-pants attitude. You don’t know what you don’t know and you will never know it unless you intentionally seek out hidden information.
Pitfall # 3. Failure to recognize the former leader’s lingering influence.
Often people will fondly remember the former leader whose place you just filled, if he or she were well liked. Failure to realize the former leader’s influence is a potential pitfall new pastors want to avoid. Seek out insight from stakeholders about the former leader’s strengths, weaknesses, and leadership style. However, avoid giving the perception that you want this information to boost how others view you or that you are criticizing what he did. Rather, communicate to those you ask that such insight can help you serve the church better.
Pitfall # 4. Blindsided: Failure to clarify expectations or prepare for surprises.
Here I use ‘expectations’ to refer to what your boss or board expects from you. If you aren’t clear on their expectations, even if you think you are performing well in the early days, you may be in for surprise disappointment.
In the pre-hiring phase, the better you understand your job description and unwritten expectations, the less unmet expectations will blindside you. Get answers to your questions for anything unclear. Talk to your board or boss to further clarify what they want. And after you begin, continue dialogue with them to make sure you continue to understand and meet what they expect. Prioritize healthy communication with them.
Another way to avoid surprises is to avoid setting expectations too high. Guard against making lofty promises you can’t keep. It’s better to under promise and over perform. Yet, don’t set expectations too low because you may lose the support of some of your high performing people if they sense you are playing it safe by setting them low.
