A Bridge Too Far is an epic 1977 film based on the book by historian Cornelius Ryan. It depicts the failed Operation Market Garden in World War II. The operation seemed clear to those on the command level, but Allied troops (Brits, Americans, and Poles) found themselves in a terrible tactical position. Despite their best efforts, the mission failed.
Operation Market Garden is a good illustration of the difference between strategic planning and tactical planning. It is a reminder that, as one military leader said, “No plan survives contact with the enemy.”
Thinking about this from another perspective, pastor Carey Nieuwhof observes, “In non-crisis conditions, your methods may have a 6 month to five-year shelf life. In a crisis, your methods can expire in minutes or days.” When aspirations meet reality, everything changes.
Not every mission is like the failed Operation Market Garden. Good leaders and their followers can turn disaster into defeat if they are willing to adopt certain principles.
First, be agile and give up predetermined plans. Two friends were speeding down an Interstate highway when one said, “Do you realize we are going in the wrong direction?” The driver said, “Yes, I realized that about 30 minutes ago.” “Well, why didn’t you turn around?” The other replied, “But we are making such good time!” Plans are good but if they won’t get you to where you want to be, it is time to give them up. Some call this the ability to pivot, giving up a previously chosen plan for another that is more effective.
Second, exercise ingenuity. One of the reasons that American forces were successful in the Second World War was the ingenuity of the average G. I. Most of these men had grown up during and following the Depression. Nothing was wasted by their families. They knew how to fix tractors and automobiles, so they could fix military vehicles. They took cast-offs and created something useful. When one approach failed, they created an alternative.
Third, know your strengths and those of your team. During the Pandemic, effective church leaders quickly discovered the abilities of staff and laity—many of which had not been used previously. Old skills were applied in new ways and new skills were learned.
Fourth, take advantage of opportunities. When things change, keep your eyes open for alternatives. When one door closes, what door opens? My Dad rarely took the same route to go anywhere, even across town. He saw each trip as an opportunity to learn something new about the town and to relieve boredom. Perhaps there is a new opportunity waiting for you when you choose another path.
Fifth, communicate. In times of rapid or discontinuous change, keep in touch with your team and your constituents. With a rapidly changing landscape, share observations, opportunities, and choices. If everyone in your church or organization is valuable to achieving your mission, keep in touch with everyone and make sure that it is two-way communication.
All these principles point us to achieving a tactical advantage on the field, where the action is. Our mission remains unchanged—to be on mission with God—but the methods must change to meet reality.
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