5 Keys to Leading Through the Suck

When things Suck and Everyone Knows It

Leadership isn't always about guiding teams through smooth seas and sunny days; more often than not, it's about navigating through the suck.

For me, the toughest part of ReLeading is when everyone in the organization knows something sucks. It’s one thing to lead through difficult times as a leader when only the leadership team knows the challenges you face.

When you're a ReLeader, you're thrust into the thick of ongoing storms that everyone in the organization knows about—scandals, economic struggles, internal strife—you inherit it all. And let's be honest: it sucks. Everyone feels it—the team, the congregation, the clients, the board—and they're all looking to you.

So what do we do? How do we lead through times when everything is not okay, and everyone knows it? How can I stay optimistic when optimism seems just out of reach?

Here are 5 key strategies to lead effectively through the suck.

Be Real

Effective leadership through crisis hinges on uncompromising honesty. Transparency isn't merely a buzzword in these scenarios; it's an essential tool to combat the rumors and fear that can flourish unchecked. Nehemiah demonstrated this when he confronted the devastation of Jerusalem, acknowledging to his people in Nehemiah 2:17, "You see the trouble we are in: Jerusalem lies in ruins, and its gates have been burned with fire." This frank admission, free of any embellishment, is crucial; it builds trust and fosters cooperation and courage among followers. You may not have all the answers, but being forthright about the challenges invites your team into the process of seeking solutions.

“People would rather follow a leader who is always real
than one who is always right.” - Craig Groeschel

Ignoring the issues only fuels speculation and gossip. Consider this striking statistic: “More than 95% of employees participated in workplace gossip.”¹ By directly acknowledging the issues—the 'suck'—you can effectively neutralize rumors. This doesn't require dwelling on every painful detail, but a clear recognition of the problems can restore clarity and a sense of security.

However, transparency is not solely about highlighting what's wrong. It also lays the groundwork for unity. It's about forging a collective understanding that we're all in this together, and it will require a unified effort to overcome the challenges. By confronting these challenges directly and validating the team's concerns, you prevent panic and keep the focus on collective objectives over individual anxieties.

Show Hope

Acknowledging the difficulties is essential, but what truly defines a ReLeader is the ability to show the way forward. Simply recognizing the challenges—acknowledging the "suck"—is only the first step. The critical question is, "What now?" It's not enough to say, "We're in the muck"; a leader must also add, "Here's how we'll get out."

Nehemiah exemplified this approach perfectly. He didn’t just describe the ruins; he swiftly shared a vision for their restoration, saying to his people, “Come, let us rebuild the wall of Jerusalem, and we will no longer be in disgrace” (Nehemiah 2:17). This directive didn't just outline a plan—it ignited a cause, giving his followers tangible hope and a clear objective.

In times of crisis, hope becomes your most effective tool. It redirects focus forward and gears minds toward solutions. Offering hope isn’t about painting an unrealistically optimistic picture; it’s about laying out a clear and attainable path through the current challenges. This strategy should address the complete spectrum of human needs as outlined by Maslow’s Hierarchy, from the basic (physiological and safety) to the more complex (esteem and self-actualization).

Understanding and addressing these hierarchies can transform a mere survival culture into one that thrives. Financial stability addresses physiological needs; a supportive, inclusive culture covers safety and belonging; meaningful work touches on esteem and self-actualization. Leaders must show their teams not only how they will endure but also how they will flourish, providing a clear vision of their place in the organization's future and their role in its success. This not only reassures them of their survival but also how they will contribute to—and benefit from—a greater purpose.

Create Structure

In chaos, structure provides sanity. Proverbs 29:18 says, “Where there is no vision, the people perish,” and a key part of that vision is order. Nehemiah’s strategy went beyond rallying speeches; he organized the rebuild by families, assigning each a specific part of the wall. This wasn’t just about logistics; it was about instilling a sense of ownership and pride in the work.

Create systems and structures within your organization that help navigate the crisis. Define roles clearly, set short-term goals that lead to long-term outcomes, and establish metrics for success. When everyone knows what’s expected of them and how they contribute to the larger goal, the path forward becomes less daunting. Structure doesn’t just help manage the work; it helps manage the anxiety that comes with uncertainty.

For more on this, see a past article on How to Score Buckets in Your Organization.

Deal with Dissent

Crisis inevitably breeds dissent, which, in its simplest form, represents differing opinions within your organization. It's likely that you're already encountering this, and the way you handle these disagreements can significantly impact your effectiveness as a leader.

Within your team, you'll generally find three distinct types of people:

Devotees: Those who eagerly embrace the leader's vision from day one.

Deliberators: Individuals who require persuasion or time to fully support the vision, engaging in thoughtful discussion and contemplation.

Dissenters: People who ultimately resist the vision and must depart, symbolizing the challenging aspect of managing dissent and diverse responses to change in leadership.

Your approach should mirror that of Nehemiah, who faced opposition yet wisely chose his battles. It's crucial to distinguish between constructive criticism and obstructive dissent. Facilitate open dialogues with your team, listen to their concerns and apprehensions, and understand the difference between deliberators and dissenters. Deliberators aren't against you; they simply need more time and information to process changes. As for the dissenters, provide clear reasons and, if necessary, firm guidance to show how they could move forward, or move on.

Inspire Commitment

Finally, to navigate through the suck, a deep and unwavering commitment is required from both the leader and the team. Nehemiah rallied his people not only through plans but through a compelling call to action that connected their work to a larger purpose.

As ReLeaders, we do not have the luxury of requiring or enforcing commitment,
we must inspire it.

It’s essential to continually remind your team of the bigger picture and their pivotal role within it. Energize them by demonstrating unyielding dedication and by emphasizing how their contributions impact both the organization and their personal growth.

If you find yourself in the thick of the suck, I get it, I’ve been there. Know that I’m praying for you, and so is this entire ReLeader community.

Stay strong—you’ve got this.

Okay, bring on the discussion in the comments. Share your seasons of suck and how God brought you through it. Or tell us your current one so we can encourage you!

1. Grosser T., Kidwell V., Labianca G. J. (2012). Hearing it through the grapevine: positive and negative workplace gossip. Organ. Dyn. 41, 52–61. doi: 10.1016/j.orgdyn.2011.12.007 [CrossRef] [Google Scholar]