When to Say No to ReLeading
Not Every Opportunity is the Right Opportunity
I received a great question from someone in our community.
"I’ve tried to go back to listen to all of the podcasts since I discovered it. As I was listening today, I wondered if you’ve shared on 'warning signs to avoid ReLeading.' In other words, the opportunity to ReLead is presented but there seems to be red flags to say no or delay the opportunity. Just a thought. Love the podcast.
-Matt
This is a fantastic question, Matt. In all of my podcasts and writings, I’ve never specifically addressed when to say no to a re-leading opportunity. I have a few thoughts on the matter that I will share, but as always, this is a conversation, so please share your thoughts in the comments below.
Toxic culture, lack of clear vision, the wrong people on the team, misalignment of values, lack of resources, and high employee turnover—these are all valid reasons to avoid a typical job. However, for a ReLeader, these challenges often come with the territory. ReLeading isn’t about stepping into an ideal situation; it's about navigating and transforming difficult environments. Yet, there are times when saying no to a ReLeader opportunity is the best choice. It’s crucial to recognize that not every situation can be turned around, and sometimes, the obstacles may be too great to overcome effectively. You have limited years as a leader, make sure you are spending them wisely!
Here are five key indicators to help you discern when it's wise to decline or delay a ReLeader role, ensuring you make a decision that aligns with both your capabilities and the organization’s potential for genuine recovery.
No Spark
The most important factor is discerning the Lord's voice and calling. If this one checks out, none of the other factors I mention below matter. In my ReLeader book, I wrote about how the Lord “sparked the enthusiasm” of Zerubbabel, Jeshua, and all of the Lord’s people to rebuild the temple (Haggai 1:14-15). Without God’s spark, there is no ReLeading. When God sparks you to ReLead, His empowerment, resources, grace, and wisdom come with it. God never invites you to dinner without paying the tab. It’s hard enough to ReLead with God’s help, without it, you’re doomed. This divine spark ensures that you are not relying solely on your own strength and resources but on God's provision and guidance. It is this spark that provides the foundation for effective and transformative ReLeading.
I have found that the “spark” usually presents itself through a sense of peace. We know from Galatians 5 that peace is a fruit of the Spirit. If you’re overcome with anxiety, fear, or worry, that is not a spark, that is a dumpster fire.
If you do not sense the Lord’s spark, the answer is no.
No Empowerment
You really need to do your homework here. Yes, you are going to be the leader, but you will have oversight. There will be a board, boss, or shareholders to whom you will report. The question is, will this group empower you to make decisions, cast vision, and lead?
Most leaders are not interested in being puppets, and neither should you. During the interview process, pay close attention to the dynamics and decision-making processes. If you get the sense that another group is actually in control of the vision and the day-to-day…RUN. You need oversight, accountability, and support, but you do not need a leash.
Ask yourself: Will this oversight system allow me to implement my vision and strategies? Will it provide constructive feedback without stifling my leadership? Good oversight should act as a support system, offering guidance and accountability, while still giving you the autonomy to lead. Be wary of any situation where your role feels more like a figurehead than a true leader. Your ability to lead effectively depends on having the right balance of oversight and freedom.
If you are not being empowered to lead, the answer is no.
No Resources
We are not naive. As ReLeaders, we know that resources will likely be scarce when we step into our roles. The key challenge is discerning the difference between being on the “struggle bus” and being on an “airplane without wings, hurtling toward the ground”.
If you're going to ReLead, you have to know how to drive the “struggle bus.” Things will be tight, and resources will be scarce, but you should still be able to see a way forward. Make sure to ask critical questions about the organization's financial health, such as debt load, debt-to-income ratio, debt-to-net assets, and cash flow. Additionally, evaluate other key areas like staff efficiency, production capabilities, profit margins, and overall operational sustainability. This comprehensive analysis will help you determine if the organization can recover and thrive under your leadership.
Don't just take the job without doing your homework. You can’t fix what you didn’t break unless you first assess what is broken, why it is broken, and what tools you have to fix it. Is it poor leadership that has gotten them to this place? Poor staffing? There’s a decent chance the entire model is broken. Do you have the authority to fix it? Do you have a better model to offer? Conduct a thorough evaluation to understand the issues at hand and ensure you have the resources and strategies needed for effective solutions.
If you are not being given the resources needed, the answer is no.
No Margin
When The King’s University came knocking at my door, I had to wrestle with a critical question: “Do I have the margin to do this?” At the time, I was already serving as the Lead Pastor of a multicampus church and had responsibilities as a husband and father to my two children. Realizing I didn’t have the margin with my current structure, I knew changes were necessary. I restructured the church's staffing, empowering more people and pushing decision-making further down into the organization. By doing so, I created the needed margin.
Whatever your ReLeader opportunity is, it’s essential to assess the margin in your life—physically, mentally, emotionally, and spiritually. Consider the effects this new role will have on your life. Can you give the opportunity the attention it needs without sacrificing something more important?
This is a crucial step many leaders skip, and their families often pay the price down the road. Ask yourself if you are mature enough spiritually to handle the additional responsibilities. Will taking on this role mean you stop going to the gym, eating right, taking your spouse on dates, or attending your kids’ sports games? Some ReLeader opportunities seem like dream roles but can quickly turn into nightmares.
Remember the wisdom of Stephen Covey: “The key is not to prioritize what’s on your schedule, but to schedule your priorities.” Ensure that any new commitment aligns with your priorities and doesn’t lead to sacrificing the most important aspects of your life.
If you don’t have the margin, the answer is no.
Alright, I said I was going to give you five, but I could only come up with four off the top of my head. Now it's your turn—help me think of the fifth one.
Ready...GO!
Thank you, Dr. Chasteen. His still, small voice is always right.
I listen via YouTube and enjoy learning and applying the nuggets I learn to my releadling journey. I too "fix broke stuff".
Thank you for all you do.
Can't agree more that you really need to evaluate the "Relead" opportunity and be willing to say no if all the four key indicators Dr Chasteen recommends don't line up. We use similar opportunities in the business world when we are purchasing a business. Number 5 to me is "No Team". None of us can do this on our own. Team is important. It is critical to evaluate IF the current staff will follow your new leadership joyfully or major staff changes need to be made. If major staff changes need to be made do you know or have people in mind to fill those spots. If "no team" and no replacements then no deal.