How to Lead When You're Not in Charge

by Clay Scroggins

  There was one article that just knocked me over because the title was so funny and eye-catching. To the best of my memory, it read: “Millennials: Are they a group of misguided optimists or a group of rainbow-puking unicorns?”

  Rainbow-puking unicorns. That is hands down the greatest image my mind has literally ever conceived. Ever. (Sorry for the ridiculous positivity, but in this case, it’s actually true.) Doesn’t that do such a fantastic job of describing some of those positive people you know? Hear me out. Positivity is great, but a rainbow-puking unicorn is not. It’s sick, and not in the good way. That’s why in this chapter I want to introduce you to a skill that will keep you from being one of those obnoxious, nauseating, overly positive, planted-in-denial, rainbow-puking unicorn people. When this skill is coupled with a genuinely positive, hope-filled perspective, you can become an effective and balanced leader with the ability to add lift to any room and add value to whatever team God places you.

  CRITICAL THINKING AS A SKILL

  One of the most common frustrations of not being in charge is being told no. No one likes being told no. But even worse than being told no is being given a task to work on and receiving little to no direction. Then, after you spend energy, effort, and time on said project, you are told, “That’s not exactly what we’re looking for. What else you got?”

  A few years ago, our campus leadership had an idea about how to engage new guests through a new, concierge-type environment. Our team discussed the idea, created a plan, and even implemented a trial run to see how it would look in real life. Someone from our central team heard about it, and we were given orders to cease and desist because it felt different than the way we were doing it at our other campuses. I didn’t like that. So I dug in through a few challenging conversations. I began to understand why they wanted us to wait, but that didn’t stop me from feeling frustrated. I thought that if I were in charge, I could just say, “Go do it!” and it would be done. Instead, I had to wait to implement a great idea because someone higher up didn’t think it was the best idea for us.

  In these moments, we are most susceptible to believing the lie that we must be in charge in order to get done what we want to get done. And rather than becoming uber positive and blindly supporting everything that’s handed to us, or becoming cynical, bitter, and negative, we need to respond critically and thoughtfully. Choose positivity, but also think critically.

  THE NUTS AND BOLTS OF CRITICAL THINKING

  Every good leader is also a critical thinker. Leaders intuitively know how to make something better. At the conferences our church hosts for young leaders, my boss, Andy Stanley, always tells the crowd that we know they probably have two sets of notes: one for what they are learning and another for what they would do differently if this were their conference. That’s what critical-thinking leaders do. And you can hardly turn it off. You will always be looking for ways to make things better, to say things better, to do things better. That’s what leaders do.

  Every good leader is also a critical thinker.

  But leaders who are critical thinkers don’t just criticize and whine; they learn. They start by questioning things. Why do we do it this way? Is there a better way? What would happen if we stopped that? Why is this working? What’s the real “win” here? Asking questions is at the heart of critical thinking. Questions challenge assumptions. Questions uncover the invisible forces behind behaviors and actions.

  Critical thinkers also notice things. Why is there no music playing? Why were their greeters so old? That presentation lacked empathy. I wonder why they chose not to paint that sign the same color as the rest of their signs. Being observant is another key leadership quality, because as we carefully observe things, we are able to better determine cause-and-effect relationships. Leaders know what to pay attention to and can find the variable that has changed or is out of place and is causing a certain result.

  Critical thinkers are also able to connect things. Similar to the ability to observe, critical thinkers are able to observe and then make connections between seemingly disconnected behaviors and feelings. They also have the ability to identify what they feel in certain environments. And even more important, critical thinkers can identify what’s causing that feeling. They are self-aware and have the innate skill of connecting the feelings people have to the contributing behaviors causing those feelings. The brilliance of this kind of leadership is that when you learn to anticipate those feelings before they happen, you can align the team to create an environment that will elicit the feelings you desire for them.

  Great leaders who lead great organizations do this week in and week out. At the helm, you’ll find leaders who ask questions and connect their observations in ways that others just can’t. Then they find simple ways to communicate these connections to volunteers who feel valued and part of the process. They implement this week after week to the benefit of the community. Everything is not always awesome. Great leaders know that. But they also know how to listen, watch, connect the dots, and fix problems because they’re able to think critically.

  THE TOUGHER ROAD

  Colin Cowherd, one of the leading American sports media personalities, is known for his strong opinions. I find him not only entertaining, but also insightful. For instance, in You Herd Me, he says, “Social Media: Don’t do it after a cocktail or in your underwear.”1 Think about how much nonsense would be avoided if we applied that rule. Cowherd himself is a critical thinker and what he says about NFL quarterbacks caught my attention. He began to notice that the NFL was filled with quarterbacks from small colleges. The traditional powerhouses in college football (Alabama, LSU, Florida, Clemson, Florida State, Southern Cal, Notre Dame, Michigan, Ohio State, Oklahoma, Texas) have only produced a few of the current starting NFL quarterbacks. Why is that? Cowherd points to a few reasons:

  • The quarterbacks from small colleges tend to have a chip on their shoulder because they’ve been overlooked. A professor told Aaron Rodgers that he would never make it.2 Matt Ryan was passed over by all the big colleges.

  • Small colleges allow these quarterbacks to develop skills they wouldn’t otherwise develop at larger schools. Ben Roethlisberger learned how to maneuver in broken pockets because of the lightly recruited offensive linemen at Miami University. (Not the ‘U’ of Miami, Florida, but Miami of Ohio, which is known more for their high percentage of co-eds than their athletic department.)

  These players have a high “with it” factor. They’re sharp. They’re present. They’re smart. They connect the dots. They understand how to motivate people. And I think an unstated reason these quarterbacks from small, lesser-known football schools succeed is because they learn critical thinking in these environments. They face a tougher road to the NFL, and that road prepares them to be better leaders at the next level. Remember, leadership is the ability to motivate people to work harder, longer, and smarter, because the vision of the end goal has been painted so clearly. Those who must overcome obstacles need to push themselves to think critically, and that helps them when they reach the next level.

  FOUR SUBTLE SHIFTS

  While positivity is largely a choice we make to embrace a panoptic view or perspective, being a critical thinker isn’t a choice; it’s a skill. It’s a skill that can be developed. If you’re not great at critical thinking, you can grow in this area and become a better critical thinker.

  Since I’ve been a bit negative on positivity this chapter, it bears repeating: the greatest benefit you bring your team is your positive energy. But being a critical thinker is a substantial value-add. It involves questioning assumptions, noticing abnormalities, and connecting the dots between feelings and actions. These skills will help you solve problems. If you’re seeking to develop this skill, there are a few subtle shifts you can immediately make. I’ve seen these effectively produce long-term results in a leader’s ability to influence others.

  Shift #1: Stop thinking as an employee.

  Start thinking as an owner.<
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  I’ve heard this so many times at leadership conferences and on leadership podcasts that I almost didn’t include it. But it’s just so true. Nothing has affected my ability to think critically more over the last few years than trying to think like an owner.

  Owners see things others don’t see.

  Owners have more buy-in than others do.

  Owners care more deeply because their future depends on it.

  A few years ago, I hosted an event for Passion Conferences called Passion. I was honored to accept the invitation because I am profoundly grateful for Louie and Shelley Giglio. These two people are some of the boldest and bravest Jesus followers I’ve ever been around. When others ask, “Why?” Louie and Shelley are dreamers who ask, “Why not?” They have been spiritual parents to me, both directly and indirectly, to an entire generation of college-aged leaders over the last several decades. So when they asked, I immediately said yes!

  Just before the event, I had a chance to sit down with Louie and ask him what he thought was the most important thing I could do as the host for their event. Without hesitating, Louie told me I needed to own this event like it was my event. “If you’re talking about the next Passion album, you need to talk about it like it was your idea to record it. If you’re talking about the hospital we’re raising money for to help Syrian refugees, you need to talk about it like you’ve sat in on every meeting we’ve had.” That was incredibly helpful, challenging, and freeing. And why is this true? A simple illustration we use all the time in our organization may help you see the difference. If there is trash in the hallway or in the parking lot, employees may decide to walk past it. Or worse, they call someone who works in facilities to pick up the trash. Owners pick up the trash because it’s their reputation on the line.

  I think this principle is even more important for church employees and pastors to grasp. I have zero experience working in a family-owned business, but I’d imagine that when you’re working in a business and you are the son or daughter of the owner, you will naturally think differently than the other employees. Why? Because you know there is a good chance this business won’t just be here for your job today—you might be the owner yourself someday. There is a healthy pride that comes from knowing that one day, you may very well be the primary leader responsible for stewarding the organization. And that’s what we’re doing as leaders in the church. As sons and daughters of God, we are working for our Dad, the owner.

  In Romans 8:17, Paul makes this point clear: “Now if we are children, then we are heirs—heirs of God and co-heirs with Christ, if indeed we share in his sufferings in order that we may also share in his glory.” If we are sons and daughters of God, then we are responsible for thinking like owners. And while this is especially true for those working in a church or religious nonprofit, it’s also true for those engaged in business or leading in other capacities. All of the work we do matters to God, and we will be held accountable for it all, not just the work we do for church programs or a Sunday service. You might not be in the role of senior pastor, but you should care about your work and calling because you’re in God’s family. You’re not just a servant in the house of God. You are a child of the king and you are called to work for him wherever you are placed.

  Shift #2: Stop stacking your meetings.

  Start scheduling thinking meetings.

  If you’re in a church, a small business, or working in a corporation, you may get sucked into a multitude of meetings. It’s the natural gravitational pull of any organization. My favorite description of this comes from The 4 Disciplines of Execution by Chris McChesney, Sean Covey, and Jim Huling. The authors describe this gravitational pull toward busyness as “the whirlwind.”3 The whirlwind is described as the massive amount of energy needed to simply keep your operation going on a day-to-day basis. When I think of the whirlwind, the first thing that comes to mind are the countless meetings that show up on my calendar. Sometimes numerous meetings just start to appear. After a while, you start wondering, Do I run my calendar or does my calendar run me?

  The worst is having a stack of meetings, back to back. While this can seem efficient, it can also be an enemy of critical thinking. I will get to the end of my day and realize I’ve generated no new thoughts, no new ideas. I’ve only been reacting to circumstances and solving problems. If you find yourself constantly in that mode, you need to reclaim control of your life. You need to stop stacking meetings and start scheduling time to think critically. You’ll never develop as a leader if you cannot master this.

  Why do my best ideas come to me in the shower? I feel like my IQ is at least twenty points higher while lathering up than at any other time of the day. And I’m not alone in finding my light bulb moments there. Cognitive psychologist Scott Barry Kaufman says that seventy-two percent of people get creative ideas in the shower.4 That’s because thinking critically requires uninterrupted mental space. It’s not just showering that creates these times of clarity. Mowing the grass, taking a walk, driving to work, or pausing long enough to look, observe, and connect the dots brings the space necessary to think clearly. If you’re going from meeting to meeting, you will not have that space. You need to carve it out or your leadership will suffer.

  I’m not suggesting that you shower between meetings, though I do think you would find more creativity in your ideas throughout the day if you did. And you’d be so fresh and so clean (thanks, Big Boi). I am, however, going to suggest that you schedule space to think critically, marking it down like a meeting, at points throughout the day. About five years ago, I started spacing out my meetings (those I could control) with more intentionality. My efficient nature wanted my meetings to end at the top of the hour and the next meeting to start sixty seconds later. But I knew I was worse off for doing this. Efficiency wasn’t leading to effectiveness. I found there were a number of negative consequences. First, I was constantly late for meetings. Second, I wasn’t fully present in any of the meetings. I was physically there, but I found myself processing the previous meeting and also thinking about the next one. Going from meeting to meeting caused the air traffic control of my brain to be fuzzy and distorted. I was preoccupied, distant, and mentally absent. Worst of all, I had no space to think clearly.

  I made two changes. I began to schedule space between meetings, short spots of downtime for me to think. I also forced myself to get to work earlier. When I was in my twenties, I remember sitting with mentors who told me what time they arrived at work. It was ungodly and seemed impossible. And then, one day, something in me clicked, and I realized I would never be able to add value if I didn’t add in time to think. Getting to work earlier helps me have that additional time, and scheduling time between meetings to think critically has enabled me to improve the quality of my contributions to those meetings. The greatest enemy of thinking critically is an overcrowded schedule. Again, own your calendar or your calendar will own you.

  Shift #3: Stop being critical. Start thinking critically.

  The most dangerous outcome of thinking critically is that subtle pull you feel to become a critical person. There are times that line between being critical and thinking critically is razor thin. I’ve known some cynical, negative people who excuse their attitudes and behaviors, trying to pass them off as critical thinking. I can hear the cacophony of excuses.

  “If you can’t handle feedback, don’t ask.”

  “How are we ever going to get better if we don’t face the truth?”

  “Sorry if you can’t handle it. I’m just speaking the truth.”

  If thinking critically is a skill, being critical is a snare. And I’m choosing the word snare for a reason. I bumped into this word while preaching on Proverbs 29:25: “Fear of man will prove to be a snare, but whoever trusts in the LORD is kept safe.” I love this axiom from King Solomon and I’ve learned to love the word snare. But what did Solomon mean? The Bible Knowledge Commentary says it well: “To fear man ensnares in the sense that one’s actions are controlled or confined by the p
erson who is dreaded.”5 You don’t mean to get caught in a snare. You just didn’t plan to avoid getting caught in it. I know that many young leaders do not want to be critical. They don’t sit around planning to be cynics, but they still get caught in the trap.

  Every time I talk about critical thinking with leaders, I ask this question: “What is the key difference between someone who is critical and someone who is a critical thinker?” After a few moments, someone shouts out my favorite answer.

  Motive.

  People who are critical want you to lose. They’re motivated to tear something down. They do not offer constructive criticism; they deconstruct. They’re bringing problems, not solutions. When I point out something wrong with you to make me feel better about me, I’m being critical.

  People who are great critical thinkers want you to win. They’re motivated to make something better. Yes, they may deconstruct, but it’s for the betterment of others. They don’t even care about the credit. When I point out something wrong with what you’re doing because I think I see a better way for you, I’m thinking critically to serve you.

  Shift #4: Stop giving others a grade. Start lending them a hand.

  No one likes feeling like they’re being graded. No one likes the feeling of being constantly measured and monitored. I’ve felt graded by others, and I know that within me is a desire to grade others. It may not be intentional, but remember, no one intentionally steps into a snare. It’s only by carelessly walking through life that we step into snares. So if you’re not careful, your critical thinking will make others feel like you’re giving them grades. When you stand in the back of the room evaluating the performance of another team, pay attention to your posture. Pay attention to your countenance. Pay attention to what you say when you see them next.