How do you react to the phrase “what if”? Does the phrase pull you in a hopeful direction that sees opportunities? Or does it lead you down a path of dark, foreboding scenarios?

I usually think of “what if” in the positive light, but I’m well aware of the alternate interpretation. Especially in this season, the list of concerns seems unending. What if our people don’t come back when the pandemic is over? What if we run out of money? What if we have to lay off staff or key staff leave? I’m sure you can add to this list, either with your own concerns or ones that are being expressed by key leaders in your church or ministry.

I won’t deny that a pandemic creates a downward pull on our ability to dream. But “what if” can be a question that opens us to new ideas and future possibilities. Consider the following:

• What if God wants to do something amazing through our church or ministry?
• What if we use this season to rethink our ministry model?
• What if we intentionally don’t restart some programs that drain resources while bearing little fruit? 
• What if we leverage what we’re learning about digital ministry to reach new people?
• What if we creatively offer the hope and love of the gospel to a community that needs it more than ever? 

“What if” isn’t a good or bad phrase – it’s neutral. It’s up to leaders to decide how to frame it. What is the “what if” question that you can ask to turn from negative to positive and to move your church or ministry forward?

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This is one of a series of blogs on FOA – frequently offered advice – based on common themes from my coaching work over the last 20 years. 

Many ministry leaders enter their roles with a skewed understanding of leadership. Their model is based on telling and directing. This is especially true for pastors, who need to have excellent speaking skills for their weekly sermons, and rely on those same skills in other parts of leadership.

But listening is an equally important leadership tool. And asking more questions opens the door for listening and learning, and therefore for leading more effectively. 

Leaders that ask sincere questions signal that they don’t know the answer. The conversation that flows from a thoughtful question gives a leader a fresh perspective to consider. The questions invite others into an important conversation about future priorities and decisions. Once they’ve been invited to collaborate in this way, people have higher buy-in and commitment to the ultimate decision. 

The good news is that the questions that start these conversations are quite simple. They are questions such as:

• How do you see this situation?
• Help me understand what you believe and why?
• What would you do about this decision? Or what would you do differently?

Simple, but not easy. A commitment to ask questions is a decision to take the time to include others in the decision-making process. It requires the discipline to not jump straight to the answer, even when it seems obvious. It means being more vulnerable by admitting that you don’t know the answer, or even that you’re wrong. It’s not easy, but it is a more effective way to lead. Do you agree?

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