How to Lead When You're Not in Charge Read online

  I’ll let you in on a leadership secret: people don’t follow titles. They follow courage and integrity. That means true leaders become people of influence, regardless of their spot on an organizational chart. If you’re ready to lead right where you are, Clay Scroggins understands—and How to Lead When You’re Not in Charge can show you how to start.

  DAVE RAMSEY, BESTSELLING AUTHOR AND NATIONALLY SYNDICATED RADIO SHOW HOST

  Clay’s approach is authentic, fun, and engaging. With experience and practical examples, Clay reminds us that our influence is not tied to our titles. Regardless of your industry, if you are in an entry-level or C-level job, this book will become a must-read for you and your team.

  JEREMY WALLS, SVP, CHIEF MARKETING OFFICER, MIAMI DOLPHINS

  ZONDERVAN

  How to Lead When You’re Not in Charge

  Copyright © 2017 by Clay Scroggins

  ISBN 978-0-310-53157-9 (hardcover)

  ISBN 978-0-310-53696-3 (International Trade Paper Edition)

  ePub Edition © July 2017: ISBN 978-0-310-53158-6

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  Zondervan, 3900 Sparks Dr. SE, Grand Rapids, Michigan 49546

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  All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means—electronic, mechanical, photocopy, recording, or any other—except for brief quotations in printed reviews, without the prior permission of the publisher.

  Art direction: Tammy Johnson

  Interior design: Denise Froehlich

  Cover photo: © Sensay/Shutterstock

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  For those hungry to help others through leadership, this book is for you.

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  Please note that footnotes in this ebook may contain hyperlinks to external websites as part of bibliographic citations. These hyperlinks have not been activated by the publisher, who cannot verify the accuracy of these links beyond the date of publication.

  CONTENTS

  Foreword

  Acknowledgments

  PART 1: UNDERSTANDING OUR CHALLENGE

  Chapter 1: The Oddity of Leadership

  Chapter 2: Identity Crisis

  Chapter 3: Reclaim Kibosh

  PART 2: THE FOUR BEHAVIORS

  Chapter 4: Lead Yourself

  Chapter 5: Choose Positivity

  Chapter 6: Think Critically

  Chapter 7: Reject Passivity

  PART 3: CHALLENGING AUTHORITY

  Chapter 8: Challenging Up

  Chapter 9: Breaking Down Challenging Up

  Chapter 10: Your Next Chapter Starts Today

  Notes

  FOREWORD

  Autonomy is a myth.

  It’s a myth passed from one generation of wannabe leaders to the next. Eventually, every leader is forced to come to terms with the reality that everybody is accountable to somebody. Like most life lessons, the sooner a leader embraces this, the better. Leaders who wrap themselves in the security blanket of “If I were in charge” or “When I’m in charge” as an excuse for poor performance and lack of initiative will most likely never be in charge. On the other hand, the real leaders in an organization will find a way to lead the charge until they are in charge. Ultimately, those are the folks great leaders put in charge.

  I’ve been on both sides of this equation. I remember sitting in a restaurant with my leadership team the Monday after I announced to a ballroom full of folks that we were starting a new church. The six of us had worked together for several years. I smiled and said, “Congratulations, we are they!” You know, they—the folks everybody in management complains about. We were they. I’m not sure it had dawned on us that from that point forward we didn’t really have anybody to complain about or blame.

  That was twenty-two years ago. They are still they and they have gone the distance to build an extraordinary organization. They were prepared for the day they finally became they. I chose that particular team because they had led well in an organization that neither honored nor encouraged leadership. I’d watched ’em lead when they weren’t in charge. So I knew they were the group to put in charge. When you find people who can get things done in an organization conspiring against them, you’ve found leaders.

  Why?

  Great leaders leverage influence and relationships over title and position. When a leader is left with nothing to leverage other than title and position, the end is near. The best leaders lead like they’re not in charge even when they are. The best leaders become the leaders by mastering the art of leading when they’re not in charge. And that’s why the book you’re holding in your hands will be one of the most, if not the most, pivotal leadership books you’ll ever read. If you want to build a leadership culture in your organization, you should make this book required reading for everyone on your team.

  I’ve had the privilege of working with Clay Scroggins since he was a student at Georgia Tech. Clay has been an integral part of our organization for fourteen years. He started out as an intern. When he graduated from Tech with an industrial engineering degree, we hired him to lead our student ministry. His parents probably were . . . well . . . they’re happy now.

  Anyway.

  Clay was our student pastor when my kids were in high school. So I was paying attention. When he was twenty-five, I asked him to start filling in for me on Sundays when I was gone or taking a break. When he was the whopping age of thirty, I asked him to step into the lead pastor role of the third-largest campus in our network of churches. Now Clay serves as lead pastor of North Point Community Church—my old job.

  Clay was making a difference in our organization long before he was in charge of anything significant. Everything he touched got bigger and better whether he was in charge of it or not. Several years ago, I asked him at the last minute to do the teaching at our bimonthly all-staff meeting. He chose to talk about what he had learned about leading beyond his title, position, and authority. It was amazing. I remember thinking, I could never talk about this with any moral authority because I’m in charge. My wife, Sandra, turned to me and said, “This needs to be a book!” I agreed but didn’t mention it to Clay. Sometime later, he asked me if I thought this would be a good book topic. I said, “Absolutely.”

  So here it is.

  This isn’t theory. These principles and applications are organic. They are rooted in organizational reality. If you aren’t convinced already, you will be. You don’t have to be in charge to make a difference. You can lead without being in charge!

  ANDY STANLEY

  ACKNOWLEDGMENTS

  Writing these next few paragraphs has been my favorite part of this entire process. In Romans 16, the apostle Paul had a full-on chapter of his own acknowledgments and it just seems like a great idea for all of us. These are mine . . .

  Thank you to my wife, Jenny. I still remember the first time we met. I thought you were pretty amazing then, but I had no idea. No matter where we go, I’m home with you. Thank you fo
r allowing me the margin to write this book. You have been steadfast, loving, incredibly supportive, and in it with me from the first keystroke. It’s you and me till the end! Thank you to our kids. I hope being pastor’s kids offers more than it costs you.

  Thank you to my parents and sisters. I had the greatest childhood I could’ve imagined. I just hope Jenny and I can create the same amount of love, stability, and joy you gave me. To Lee and Donna, your love for Jesus is creating a legacy that our children’s kids will certainly benefit from. Thank you!

  For the last two decades, our church has been a massive gift in my life. Andy and Sandra, thank you alone doesn’t cut it. You have led our church with so much integrity, faithfulness, and humility. I’m in tears thinking about how much gratitude I have for both of you. And thank you to an amazingly gifted team of volunteers and staff who sacrificially lead every week. I’ve been trying my hardest to repay, but I’ll never be able to match the gift you’ve been to me.

  Thank you to those who were instrumental in helping me write this book:

  • Ben Ortlip: You told me the key to writing was to begin the day by putting my face on the ground and begging God to inspire me. If nothing else, you told me, it would cause the blood to rush to my head. That was fantastic advice and still makes me laugh.

  • Suzy Gray and Belinda Randall: It’s really difficult to work with people you don’t enjoy, and this whole thing has been a blast for me because of you! You two are servant-hearted, smart, and so driven. Thank you.

  • Ryan Pazdur: You’ve made this whole process so easy. Thank you for your patience, kindness, graciousness, and honesty.

  • Justin Elam: On the morning of March 19, 2014, I was hurriedly trying to finish this talk for our all-staff meeting. You agreed to meet with me that morning and you gave me illustrations, one-liners, stories, and quotes that were so inspiring to me. I owe you a lot.

  • Lane Jones: Thank you for telling me to be me when I was writing. That was huge.

  • Matt Bevier: Thank you for reading a few of these chapters early on. Your words from across the world were bigger than you’ll ever know.

  Thank you to my bros Bryson and Brad. Most people let everyone know a few things, but we’ve chosen to let a few people know everything. I think it’s just better that way. Thank you for being such a huge encouragement and inspiration to me.

  Thank you to Megan Gross for keeping life organized and fun.

  Thank you to our NPCC leadership team. Most of what I’ve learned about leading without authority, I’ve learned from each of you.

  Oh, and thanks to Brad Jones. Is that what you were looking for?

  CHAPTER 1

  THE ODDITY OF LEADERSHIP

  I guess I’ve always wanted to be a leader.

  Perhaps it started with the safety patrol in fifth grade. As if being the oldest in elementary school was not enough of an ego boost, our school selected a few of the most eager kids to serve on the team that patrolled the carpool lane. Something came over me as I put on that yellow hard hat and reflective sash. I had swagger. With just the slightest hand gesture, I could force two tons of steel to come to a complete stop. That’s power.

  Maybe it started when I entered the student government presidential race in tenth grade. For some odd reason, I was on this creative kick, trying to leverage popular hip-hop songs as my campaign slogans.

  “Back that thing up” and vote for Clay. Thank you, Juvenile.

  “Say my name, say my name” and vote for Clay. I see you, Beyoncé.

  It’s quite embarrassing now, but somehow it worked.

  Or maybe it was when I subtly lobbied to be voted captain of the varsity baseball team. I was just good enough to make the team but not good enough to actually play. As disheartening as that was, becoming captain of the team seemed to be enough to satisfy my itch for leadership. “What happens in the dugout is more important than what happens on the field” became my stump speech.

  Those were the moments I felt alive. Unfortunately, those times were few and far between. The rest of the time I was just another kid in class. When I had authority, I could lead. If I had no authority, I was just waiting my turn.

  Sadly, through my high school years and beyond, I missed more opportunities than I took. I see that now when I look back on my first role in ministry as a student pastor. Our weekly event met on Sunday afternoons, but the best thing we were doing was mobilizing students to serve as small group leaders for kids during our morning services. Think about it. What would have helped you more as a student? Sitting in a class and listening to someone lecture you? Or actually leading your own group of younger kids and having to do some of the teaching yourself? The answer was as obvious then as it is now. Unfortunately, I didn’t have the courage to refocus our efforts and resources to encourage even more students to serve. Hindsight is 20/20, but the future doesn’t have to be so blurry if we wear the right glasses.

  As I look back over my first few jobs, the common theme that has run through every one of them is regret. I regret the times I didn’t speak up. I regret the times I twiddled my thumbs, waiting for someone to tell me what to do. I regret feeling like a victim to the structure or hierarchy of the organization.

  Life teaches us that the authority to lead and the opportunity to lead are a package deal. We think they go hand in hand like cranberry sauce and turkey. When we’re given the authority to lead—a title, a uniform, a corner office—then, and only then, will we have the opportunity to lead. But that’s just not true.

  WAITING TO BE IN CHARGE

  As we wait for the authority of leadership to present itself, are we supposed to just sit on the sidelines before we can attempt anything with even a resemblance to leadership? So it seems. Growing up, my perspective was that if you were in charge, you were naturally leading something. Parents were in charge and they seemed to be leading. The principal at school was definitely in charge. She seemed to be leading. Even the bus driver who was supposedly in charge of the bus yelled at everyone like he was trying to lead. The line leader in kindergarten was in charge, at least for the day. And what was everyone else in line doing? Just waiting until it was their turn.

  Do you remember how that felt in school? I remember feeling so powerless, so helpless, and so impotent. I was one of thirty kids sitting in a row with a full bladder. Yet I couldn’t relinquish one drop of urine without someone with authority leading me to the bathroom. The reality is that ninety-nine percent of my childhood was me being led by someone with authority. When someone else is telling you what to do, you don’t have to lead anything. You don’t even have to think. You just learn to put your mind in neutral and go with the flow. When someone else is leading you, it seems as though there is no leading left to be done. So you just wait.

  No one likes waiting for a turn to lead—to be the one making the decisions—but we all know what it feels like. You have ideas, but you feel like no one will listen because you don’t have the microphone. You’re not leading the meeting; you’re just in the meeting. When you tried to share your plan last time, you felt ignored. Or even worse, you felt like you were seen as a renegade or a thorn in the side of the one in charge. So you decide that maybe you’re just better off if you quit trying.

  They’ll never listen.

  It’s going to be like this forever. I’ll just shut up and go with it.

  They just don’t get it, and there’s no sense in trying.

  My first real job as an adult reinforced this. Though my desk sat on the seventeenth floor in a downtown Atlanta skyscraper like the rest of my team, everyone was eager to tell me what to do because his or her altitude on the organizational chart was higher than mine. And it seemed that the higher they were positioned on the chart, the lower the requested task was. I remember thinking, I don’t mind getting your dry cleaning, but I draw the line at picking up your snotty-nosed kid from daycare. Even I have my limits. I moved through my younger years assuming I had to be in charge in order to lead. And unti
l I was in charge, I just needed to wait my turn.

  One of my small joys in life is grocery shopping. Ever since our kids were old enough to sit up, they fawned over the grocery carts that look like little cars. Those carts are to grocery shopping what the iPad has become for the family road trip. How did we ever live without them? Game. Changer. Our kids still love sitting in the driver’s seat of the cart-car. They love the feel of the steering wheel in their hands. They love the power of having control of the cart.

  But then there is that inevitable moment. That moment when the kids in the cart-car, happily driving along, suddenly realize the steering wheel doesn’t actually work. I’m cruising in the grocery store with my kids and they’re turning the steering wheel as the cart turns. Everything is working just fine. Suddenly, the kids notice the greatest aisle in the store—the candy aisle. Like Fourth of July fireworks, the bright colors and attractive packaging are putting on a show. So as quick as their little appendages can move, they aggressively begin turning the wheel. Left, left, left, left. But much to their chagrin, the cart doesn’t turn. It keeps moving straight ahead.

  That’s when they turn and look up at you with that “How could this happen?” expression. It’s that dejected look of disappointment that screams, “You tricked me. This wheel doesn’t work. It does nothing. It’s useless. Completely useless. Kind of like you as a parent, Dad.”

  And we learn, at an early age, that having the steering wheel is the only way to lead. And if that steering wheel is not attached to authority and power, it just doesn’t work. That’s what we’re taught by our life experiences. If we want the cart to move, we must be in control. We learn that the little wheel we’re handed is just a toy and doesn’t actually work. We think we must be in charge if we want to lead, if we want to turn the cart in a different direction. We come to see positional authority as a prerequisite for effective leadership.