Three Key Concepts For Making A Lasting Change
In his book, Designed to Lead, Eric Geiger and Kevin Peck argue for the importance of an organization that develops leaders consistently and intentionally. Whether it’s a church or a business establishment, an organization must invest in developing leaders in order for the organization to thrive and scale up.
There are three essential features introduced in the book that every church, and every organization for that matter, that develops leaders should have. First, there must be conviction, which is a passion or a vision for developing leaders, within the organization. Second, there must be a culture of leadership development where leadership development is highly valued. Third, there must be constructs within the organization that help the current leaders to train and develop future leaders.
Simply put, conviction is one’s passion. Culture is shared beliefs and values. And constructs are the tangible systems and programs for leadership development. All three are evident in a healthy church that produces and develops leaders.
Geiger and Peck focus on leadership development in a church, but the concept of conviction, culture, and constructs can be helpful in all areas of development, especially when making a lasting change. For instance, if someone wants to make a change in her life, the first thing she needs is conviction, which is her emotional energy. Anyone who wants to change his life must start with personal conviction. He can’t change unless he desires change first and foremost. He must be convicted to change. Where does such conviction come from? Conviction comes from how you see yourself. That is, you will be convicted to change your behavior if it does not fit your perceived identity. For example, if you consider yourself to be an athlete, you will be convicted to change when you don’t engage in physical exercise.
If conviction is about emotion, culture is about value. It’s what one focuses on and pays most attention to. If you want to change your life and you desire it based on your own conviction, now you must evaluate how important the desired change is to you. What is at stake? What happens if the desired change never comes true? What are the rewards and the positive outcomes once the desired change comes true? By asking these questions and examining your value system, you now have not only emotional reasons but rational reasons for the change.
Conviction and culture give you why you need to change. Constructs provide you how you will implement the change in your life. Once you have the conviction for change and the culture of change, you need the specific constructs to make the change. What can you do to actually bring the change into your life? What specific habit or system do you need to have in order to have the desired outcome?
Geiger and Peck’s idea of conviction, culture, and constructs is a good roadmap for any organization that is set to develop leaders. However, we can apply these three ideas to our personal development and implement changes. First, we begin with our emotion. Do we desire the change? Second, we move on to our value. Is the change important to us? Third, we create constructs to make the change happen. What is our action plan?