Lyle Schaller offers his usual candid opinion when he speaks of change: "Anyone seriously interested in planned social change would be well advised to recognize two facts of life. First, despite the claims of many, relatively little is known about change. Second, much of what is known will not work."

Despite his pessimistic outlook, Schaller still encourages leaders to influence the future: "This is the assumption that each of us can learn from the experiences of others, that an anticipatory style of leadership is the most effective style for an era when rapid social change is one of the few constants, and that despite his limitations, man can influence the future."

If understanding change is important for all leaders, it is critically important for pastors of traditional churches. I would imagine that most American churches today fit into the "resistant to change" category. In other words, change can be very difficult in a traditional church.

Let's examine some basic principles for change. Understanding them may help church leaders over many potential hurdles.

1. Begin with Prayer

A consistent facet of my prayer life is the prayer for wisdom.

"If any of you lacks wisdom, he should ask God, who gives generously to all without finding fault, and it will be given to him" (James. 1:5).

God-given discernment for a change agent is a requisite. Tough decisions must be made. The promise from God's Word is that He will give us wisdom in all decisions. The value of leadership books and courses pales in comparison to the value of this one promise.

A praying pastor is obvious to the church people. He is dependent on God and demonstrates a humility that comes from dependence. His desire for change is not that he will have his way, but that God's will be done.

Resistant people can become receptive people through the power of prayer. If mountains can be moved through faith and prayer, then churches can become open to change through prayer.

2. Love the People

The more church members trust the pastor, the more receptive they will be to change. While several factors influence the level of trust, none is greater than the pastor's love for his people. Such love cannot be contrived; it must be genuine. A pastor must commit to loving his members unconditionally.

It does not take long for that love to be tested. Cantankerous and critical members will try the patience of the most loving pastor. How he responds to these people will a test of both love and credibility. While he may disagree strongly with a member, his response can be couched in prayerful love.

3. Choose Your Battles

I recently read an analysis of a politician's rapid decline in support and popularity. His re-election chances were almost nil because of his unwillingness to compromise. He insisted on having his way on virtually every issue.

Church leaders must realize that many issues are simply not worth fighting over. One of my mistakes in the past was to make changing the Sunday evening worship a major personal issue. Our Sunday evening attendance was relatively small and had declined in the midst of growth in most all other areas of our church.

That particular time and day was the most unpopular time for a worship service for young families in the church. And since our church was growing younger, the attendance had not improved significantly. Our senior adults, for the most part, did not attend because they did not like driving after dark. Middle-age adults had the strongest ties to the service.

If I had sought God's wisdom on this matter, I feel certain I would not have tampered with Sunday evening service. It was not a battle worth fighting.

If our church members see in us a flexibility and willingness to compromise on minor issues, they are more likely to support us on major issues. Of course, any issue that threatens doctrinal integrity cannot be compromised, but the great majority of battles in churches are not theological.

4. Realize Your Own Imperfections

While I am in a confessional mood, I will share with you another of my "top 20 dumb mistakes."

At one of our monthly business conferences, the staff presented a proposal to increase the budget for $30,000 in needed equipment. The questions and suggestions continued for almost an hour until I stood up, with foot in mouth, and said: "Folks, you called me to be the leader of this church. I wish you would end this discussion and trust us to make the right decision."

The problem was that our proposed purchase was not the best price, and many of our astute business executives knew otherwise. We had consulted no one. My credibility factor took a nosedive that evening.

Several months passed before many key leaders began to trust me again.

A strong leader seeks the wisdom of others. A change agent realizes that his may not be the best way. He admits his mistakes or misjudgments. He is willing to compromise on non-essential items. The effective leader is confident but not arrogant. He has a personality that some might describe as transparent. His confidence is based on his strength in God; his transparency is the result of his willingness to admit his imperfections.

5. Affirm Traditions

Everyone is a traditionalist to some degree. I take the same route home almost every day. I look forward to seeing my wife and three sons. I even feed our two dogs at the same time daily! Tradition is not bad. Traditionalism, the worship of tradition, is a violation of the first of the Ten Commandments.

We can know we are practicing traditionalism if our traditions interfere with obedience to God. Sometimes traditions must be broken to reach people for Christ or to be more effective in ministry, but many traditions can be affirmed and celebrated. Josh Hunt describes how John Maxwell had affirmed the tradition of the founding pastor of Skyline Wesleyan Church, Orval Butcher:

"Rather than positioning himself in opposition to Pastor Butcher's policies, he has characterized himself as fulfilling that lifelong dream that Pastor Butcher wanted for this church."

How has the affirmation of tradition benefited Maxwell? Hunt explains, "Change management will go more smoothly if past, present, and future are seen as a continuum - an ongoing and direct pathway to what God has purposed."

6. Build upon Successes

I know a church leader who made a decision after several years of ministry to give credit to the members of his church for any and all of the church's successes. He further decided that any blame for the lack of victories would be his own. Church members would not be blamed; their perceived inadequacies would be the result of his inadequate leadership.

The pastor shared with me that this decision was life-transforming for him. A completely new realm of accountability was created because "the buck stopped" with him. The deacon body, naysayer, or apathetic members would not be blamed. Responsibility would be his. He would do everything in God's power to achieve God's victories in the church. The pastor was directly accountable to God for the church's failures and successes.

By accepting full leadership responsibility for the church, the pastor soon discovered effective leadership skills. He learned that often the best timing for change is soon after a victory or series of victories in the church. Change is often accepted after a leader has demonstrated his ability to lead a church successfully.

7. Allow Open Discussion

Many churches have been doing many things the same way for several years. Change can take place, but the pace may be slow. People need the opportunity to discuss proposed change in both formal and informal settings. Discussions in the Monday morning coffee shop may be more important than those in a formal church gathering.

Not only is open communication important, it is also essential that no information be withheld. Every church member should feel that he or she has all the information pertinent to the change. An abundance of relevant information engenders a spirit of openness and trust.

8. Demonstrate Wisdom in Timing

Another one of my "Top 20 dumb mistakes" occurred shortly after our church had completed a major building program. In nine months, we had made the proposal, initiated and completed a fund-raising program, negotiated construction lending with a local bank, had a churchwide groundbreaking service and finally entered the new building. All within nine months! The staff and church members were joyful but exhausted.

How did I respond? Shortly after the building program, we presented a major new ministry to start satellite churches. My timing was terrible. The first satellite church was approved, but not without a heavy emotional cost to the church.

Unlike a church planting situation where everything is new, many churches are not equipped emotionally to handle rapid change. The timing of each change is critical. Our church probably would have fared much better if I had waited a year before initiating another major ministry.

9. Keep the Focus

I have described several precautions that the church leader should observe in the process of initiating change. It should be understood clearly, however, that these precautions should not be points of distraction.

The leader must always keep the focus on growing the church. While the pace and frequency of change may be slow and methodical, the church must nevertheless make consistent progress in reaching more people for Christ, and becoming more effective in ministry.

10. Allow for a Trial Period

Some changes come on a trial basis. (Obviously, a building program would be an exception.) Change-resistant members can be comforted by knowing that the intrusion into their comfort zone may not be permanent.

At the end of the trial period, one of three decisions can be made:

• Extend the trial period to allow for further evaluation.
• Reverse the change.
• Make the change permanent

If making the last choice is best, the benefits of the change will have become obvious to most people. Some members, however, will resist and resent the change regardless of its obvious benefit.

Perhaps you have heard the story of the 100-year-old man who was interviewed by a local newspaper. The reporter commented that the old man must have seen a lot of change in his century of life. The man responded: "Yup, and I didn't like none of 'em!" Some church members will see changes but "won't like none of 'em."

That observation brings us to the next point.

11. Expect Opposition

At a church I pastored, we received hundreds of registration cards each worship service. The cards served a multitude of purposes. They told us who were present, both members and guests. They provided space for prayer requests and encouraged requests for information. They allowed the member or guest the opportunity to communicate an important decision or commitment, such as a desire to receive Christ. Finally, they served as a general communication vehicle, where anyone could make a comment, either positive or negative.

I saved all the cards with comments directed to me in particular or to the church in general. Once I surveyed a small stack of cards in my "criticisms" file. I was amazed that so many of the critical comments had come from just a few individuals. These were the people who had seen some of the changes in the church, but "didn't like none of 'em." Some people will never be pleased!

Criticism and opposition can drain a leader emotionally and spiritually. After a while, he may be tempted to refrain from initiating any significant change because of the potential criticism the change may engender. Such an attitude will result in lost opportunities for growth and ministry.

The leader must seek God's wisdom to discern the proper balance between the extremes of being like a bulldozer or a pet rock in initiating change.

Receiving criticism is a fact of life for true leaders and especially for pastors who are making genuine efforts to lead churches to growth.

Expect some level of opposition with any significant decision, but love your critics, even the unlovable ones. Show respect for them, even though they may treat you disrespectfully. Pray for them. And keep your eyes on Jesus as you stay focused on growing His church.

12. Evaluate Changes

Not every change is good. Not every change will work. Evaluate decisions on a regular and systematic basis. Be willing to admit that a change did not work. But give a new ministry, program, or idea time to work. Do not concede easily if the change is a deep conviction of yours. Keep on keeping on. The God who gave you the vision will see you through the most difficult of times.

Dr. Thom Rainer is founding dean of the Billy Graham School of Missions, Evangelism and Church Growth at Southern Baptist Theological Seminary in Louisville, Ky., and author of several books, including "The Unchurched Next Door," published by Zondervan, 2003.