Most leaders receive due recognition for the great decisions they make. They are often lauded for the ways they have led people and organizations to change.

But what if change is extremely difficult? What if a leader does not have the positional authority to engender change unilaterally?

Simply stated, what if leadership decisions fail because some individuals or groups declare, "no" and have the will or influence to enforce their views? Is that leader no longer a leader? Is that leader a poor leader?

Another perspective

Leadership studies are indeed fascinating. However, there seems to be a preponderance of attention given to leaders who make quick and large-scale decisions. They are the "change agents" who get the most recognition.

While I would not diminish the value of studying such leaders, I am also fascinated by effective leaders who persistently push forward after they have been told "no" on one or more occasions. I call it "leadership by Plan B."

The dangers of failed decisions

First, we must admit that a decision that fails is fraught with danger. Foremost, when this happens a leader can easily become discouraged. He often moves forward with an idea with enthusiasm and vision. When he subsequently encounters a roadblock, the effects can be devastating. Particularly if a failed leadership decision made a major impact on the organization.

A second danger is discouraging followers. The failed decision is often a big letdown to those who had enthusiastically bought into the new idea. It became their decision as well as the leader’s.

Third, the organization can lose momentum. If it invested significant energy in the idea and time on the approval process, a palpable sense of failure and weariness can seep into the entire organization.

For these reasons and more, leadership by Plan B is critical. Every leader at some point will not get his way. The key issue becomes what that leader does next. Does he give up or move forward with new ideas and new momentum?

A brief case study

I recently observed the pastor of an established church masterfully handle leadership by plan B. This leader enjoyed little positional authority because so many decisions required congregational approval. Indeed, the church’s bylaws in effected required micromanagement by business meetings (a situation that may sound familiar to many of you.)

The pastor urged the church to adopt some stylistic and time changes in the worship services that would be more contextual and practical. From an outsider’s perspective, these were not drastic. Yet from the perspective of some vocal critics in the congregation, such changes meant the approach of Armageddon.

The leader actually enough votes lined up to enforce the changes. Instead, he recognized that moving forward would divide the church. He wisely withdrew his plan and offered another that met similar resistance. Finally, he offered a third plan that the congregation embraced. He either won the dissidents over or wore them out. To be technical, this represented leadership by Plan C.

The wise Plan B leader

It’s not easy to move forward with new ideas and enthusiasm when you have been shot down on one or more occasions. However, few leaders ever get their way on every idea.

Sometimes the true test of leadership takes place when the leader runs into a brick wall.

Ironically, I have heard from many effective Plan B leaders who are enthusiastic about their second or third choice plan getting approved. Though not exactly what they envisioned, it was the best that could be accepted by the organization at the time.  And, over time, the organization has rewarded the leader’s wisdom and persistence.

By its very definition, plan B is not our first choice.

However, the wise leader understands that "no" is neither final nor fatal.

And leaders and followers are often surprised that the new reality is really a good choice after all.

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Thomas Rainer is the president and CEO LifeWay Christian Resources. He is also a former pastor, seminary dean, and leader of a church and denominational consulting firm. Rainer is the author or co-author of nearly two dozen books.

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