Christian Leadership Alliance

Balancing Life's Demands

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Managing In the Midst of Chaos

A Leader's Reality-Leading in Adversity
Robert D. McKenna | Outcomes, May/Jun 2006

"Consider it pure joy, my brothers, whenever you face trials of many kinds, because you know that the testing of your faith develops perseverance. Perseverance must finish its work so that you may be mature and complete, not lacking anything." (James 1:2-4)

James offers us a very sobering piece of advice. In so many words, he's asking each one of us to not only be thankful for the adverse situations we face, but also to recognize the necessity of adversity for taking us to the next level. As James goes on, is his reference to listening, the regulating of what we say, and warning against our inflated egos a coincidence? Or was he highlighting some basic tendencies we have as human beings and as leaders when we face trials and adversity?

Leading during times of personal and organizational pressure is hard work. These times probably left you more aware of your strengths and limitations, and shaped your leadership as you know it today. They also presented you with the daily challenge of taking stands, listening continuously, and doing these two things at the same time.

There's no doubt that being in a position of leadership is uncertain at times, but when those around you are uncertain about the future of their organization and their role in it, the pressure you feel becomes as real as ever. These situations challenge your sense of identity, your confidence and your ability to stay connected to the people who call you their leader.

In these times, you might be tempted to lean on your competence, and in response, lose your willingness and even your ability to empathize, to connect, and to attend to the very real needs and wants of those you lead. On the other hand, you might feel an overwhelming need to maintain your relationship with stakeholders, even if it means sacrificing your own convictions. This is why leading in adversity is really hard work.

Based on our conversations with hundreds of leaders in Fortune 100 organizations, and in a variety of churches, parachurch organizations and other not-for-profit organizations, we know most of the key developmental events in leaders' careers happen when they're under fire from all sides, at the edge of their comfort zones, and facing tremendous adversity. We also know these experiences presented leaders with competing pressures to be strong and convicted, as well as approachable, self-aware and connected leaders.

Know Who You Are and What You Want

Chances are, you got into your current position because someone you knew had confidence that you knew your business or ministry well enough to do the job. That person probably also knew you had the courage necessary to make tough decisions, and the wisdom to get feedback from your key stakeholders before you act.