How to Lead When You're Not in Charge

How to Lead When You're Not in Charge Plot Summary

Introduction

Have you ever felt the frustration of seeing exactly what needs to change in your organization, yet lacking the formal authority to make it happen? This challenge affects professionals at every level—from interns to mid-level managers and even senior directors who must influence peers and superiors. The gap between having responsibility and possessing authority creates one of the most common leadership dilemmas in modern workplaces. The truth is that true leadership has never been about titles or positions. The most effective leaders throughout history have influenced others through their character, vision, and actions—not through organizational charts or formal power. By shifting your focus from authority to influence, you unlock the ability to lead from wherever you stand. This shift doesn't just benefit your current situation; it builds the foundation for how you'll lead when you do gain more formal authority. The principles in these pages will transform how you view leadership, showing you that the opportunity to lead is always present, regardless of your position.

Chapter 1: Cultivate Self-Leadership First

Self-leadership forms the essential foundation of all leadership influence. Before you can effectively lead others—with or without authority—you must first master leading yourself. This means taking complete ownership of your thoughts, emotions, behaviors, and personal development, rather than blaming circumstances or others for your limitations. Jake, a three-year-old preschooler, once delivered a profound truth when he told his father, "I'm in charge of me." This simple statement captures the essence of self-leadership. No matter your position in an organization, you remain responsible for your reactions, decisions, and growth. When we fail to embrace this responsibility, we fall into the trap of feeling like victims of our circumstances, waiting for someone else to take charge or give us permission to lead. Consider the story of a young professional who complained about not having anyone to "pour into" him professionally. Instead of taking initiative for his own development, he blamed the organization for not providing enough mentorship. This passive approach actually repelled the very guidance he sought. As the author reminds us, Michael Jackson had it right when he sang, "I'm starting with the man in the mirror. I'm asking him to change his ways." Effective self-leadership requires three key components. First, model good followership by supporting your leaders publicly and demonstrating reliability. Second, monitor both your heart (motivations, emotions) and behaviors by regularly seeking feedback from others. The author describes submitting an anonymous 360-degree survey to fifty colleagues, which revealed blind spots in how he treated others during meetings. Finally, create a "Lead Me Plan" that identifies where you currently are, establishes a vision for where you want to go, and implements the discipline needed to bridge that gap. While working for a difficult boss presents genuine challenges, using this as an excuse to abdicate self-leadership only hurts you in the long run. Before deciding to leave a challenging work situation, first drop unreasonable expectations, commit fully to your current role, and extract every possible learning opportunity. Remember, you may not control your circumstances, but you always control your response to them.

Chapter 2: Choose Positivity When Facing Challenges

Choosing positivity amid challenging circumstances represents a powerful leadership behavior that influences others regardless of your position. This doesn't mean adopting blind optimism or ignoring reality. Rather, it means intentionally viewing situations through a "panoptic lens"—seeing the bigger picture and understanding how your role connects to the organization's larger mission. Paul's experience while imprisoned provides a compelling example of this perspective. Despite being in chains, Paul wrote to the Philippians, "What has happened to me has actually served to advance the gospel." Instead of focusing on his constraints, Paul saw opportunity. His chains, which appeared to limit his ministry, actually expanded his influence as they allowed him to share his faith with palace guards who would otherwise never have heard his message. This panoptic view is supported by two crucial foundations: trust in God and hope for the future. Paul maintained unwavering confidence that God would deliver him, whether through life or death. This perspective allowed him to maintain positivity despite his circumstances, seeing purpose where others would see only hardship. When you believe that God has placed you where you are for a purpose and that he controls your future, it provides stability even in unstable situations. Choosing positivity produces tangible benefits in your leadership. It generates energy in your attitude that affects everyone around you. The author notes that "the greatest benefit I bring my team is not my talents, gifts, experience, or education. It's my energy." Positivity also fosters humility toward those in authority, helping you recognize that if God establishes authority, there's likely something you still need to learn before being promoted. Finally, it creates unity with your associates by focusing on "we" rather than "me." Remember 1 Peter 5:6: "Humble yourselves, therefore, under God's mighty hand, that he may lift you up in due time." Your responsibility is humility; God's responsibility is promotion. Rather than becoming frustrated when advancement doesn't come as quickly as you'd like, channel that energy into continuing to create excellence right where you are.

Chapter 3: Think Critically Before Acting

Critical thinking balances positivity, preventing you from becoming what the author humorously calls a "rainbow-puking unicorn"—someone so relentlessly positive they've lost touch with reality. Thinking critically means asking insightful questions, noticing patterns others miss, and connecting observations to provide meaningful solutions. This skill distinguishes leaders from followers, regardless of position. In one revealing situation, the author's team wanted to create a new concierge-type environment for engaging new guests at their church campus. When the central team asked them to cease this initiative because it differed from other campuses, the author felt frustrated but used critical thinking to understand the leadership's perspective rather than becoming bitter or passive-aggressive. Developing this skill requires four subtle shifts. First, stop thinking as an employee and start thinking as an owner. When hosting an event for Passion Conferences, the author received advice from Louie Giglio: "Own this event like it was your event. If you're talking about the next Passion album, you need to talk about it like it was your idea." Owners pick up trash in the hallway; employees walk past it. Second, stop stacking meetings back-to-back and start scheduling thinking time. The author notes that 72% of people get their best creative ideas in the shower because uninterrupted mental space fosters clear thinking. Creating margins between meetings allows you to process information and generate innovative solutions rather than merely reacting to circumstances. Third, distinguish between being critical (tearing down for personal satisfaction) and thinking critically (analyzing to improve). The key difference lies in motivation. Critical people want others to lose; critical thinkers want others to win. They may identify problems, but always with constructive intent and solutions in mind. Fourth, stop giving grades and start lending hands. No one enjoys feeling constantly evaluated. When communicating feedback, assure listeners you're for them, present solutions alongside problems, maintain emotional calm, and use the "positive-challenge-positive" sandwich approach to preserve relationships. The author points to Jesus washing his disciples' feet as the ultimate model of critical thinking paired with service. Though Jesus had every right to evaluate others, he chose to serve them instead. The towel of service always proves more powerful than the clipboard of evaluation.

Chapter 4: Reject Passivity in Every Situation

Passivity represents one of the greatest threats to leadership effectiveness when you lack formal authority. When not in charge, it's tempting to abdicate responsibility, thinking, "If they wanted me to take responsibility, they would have put me in charge." This mindset creates a dangerous leadership vacuum that hurts both you and your organization. The author recalls helping a friend move a pool table as a college student. During this challenging task, a raspy-voiced elderly man kept shouting, "Don't let it beat cha!" This phrase became a personal rallying cry against passivity. Without authority, we often feel a lack of control that leads to disengagement. The author experienced this when preparing sermon series that might get shortened due to schedule changes made by his senior pastor. The temptation was to become passive about planning rather than continue investing energy into potentially changing plans. This passivity often stems from contradictory messages many receive growing up. The author notes that his generation was simultaneously told they could achieve anything (creating confidence) while being protected from risk and failure (creating risk aversion). This walking contradiction produces leaders who hesitate to take initiative without explicit permission. To combat passivity, the author recommends "CPR" for leadership resuscitation. First, Choose something to own—find a "closet" that needs cleaning, a neglected project or problem that nobody wants to address. He shares how Robby, a middle school groups director at his church, exemplified this by creating a powerful father-son blessing event after mastering his core responsibilities. Second, Plan intentionally by creating margin to think strategically rather than merely reacting to your calendar. The author learned from Alabama football's athletic trainer that Coach Saban expects staff to present not just problems but comprehensive solutions. Third, Respond to what's most important to your boss by anticipating needs and aligning your priorities accordingly. Ask yourself: "What has my boss established as the greatest 'win' for our team?" and "What is creating stress for my leader that I could help alleviate?" The time spent waiting for authority is never wasted if you use it to build influence through initiative. As the author's friend Tim Cooper says, "You will never passively find what you do not actively pursue." Moses in Pharaoh's house, Joseph in Potiphar's household, and David under Saul's leadership all used their seasons of subordination to develop skills and relationships that prepared them for future leadership. Your current position offers unique opportunities for growth that will never be available again—don't let passivity rob you of them.

Chapter 5: Master the Art of Challenging Up

Challenging authority represents one of the most delicate yet essential aspects of leading without formal position. Leaders naturally see problems and envision solutions, but presenting these ideas to those above you requires skill and wisdom. Without challenge, there is no change—yet challenging poorly can damage your influence and career. The story of the Chick-fil-A milkshake illustrates the art of "challenging up" effectively. Shane Todd, a franchise owner in Athens, Georgia, wanted to add milkshakes to the menu despite corporate hesitation about whether they could be prepared quickly enough. Rather than complaining or pushing his agenda aggressively, Shane quietly tested milkshakes in his store, proving they could be prepared efficiently while increasing customer satisfaction. When Tim Tassopoulos, a senior executive, visited to investigate, Shane challenged him to a contest: could Shane make a milkshake faster than Tim could make two Diet Cokes? Shane won, and milkshakes eventually became one of Chick-fil-A's most successful menu items. Challenging authority is difficult for several reasons. First, change naturally threatens the status quo, and all systems resist modification. Second, leaders often take challenges personally, especially when they're deeply invested in current approaches. Third, any change to present systems implies criticism of past leadership decisions. Understanding these dynamics helps you approach challenging situations with appropriate sensitivity. The language you use when challenging up either builds bridges of relationship or walls of distrust. Avoid constantly comparing your organization to others, making definitive statements that current approaches "don't work," blaming the current situation on specific individuals, or offering ultimatums about your future. Instead, focus on building relationships before challenging, ensuring you've established trust and demonstrated commitment to the organization's success. Remember Curt Flood, the baseball player who challenged the reserve clause that bound players to teams for life. Though his stand cost him professionally and personally, it eventually led to free agency that benefited all players. Similarly, your challenges may face resistance, but when presented with wisdom and patience, they can create positive change that benefits everyone. As Bear Bryant said, "If you believe in yourself and have dedication and pride—and never quit—you'll be a winner. The price of victory is high but so are the rewards." The victory isn't just the change that takes place, but the growth you experience through the challenging process.

Chapter 6: Build Bridges Through Relationship

The relationship you have with the person you're challenging forms the essential foundation for effective influence. Before approaching your boss with a potentially challenging idea, assess the relationship you share. Do they trust and respect you? More importantly, have you chosen to love your boss regardless of whether you naturally "like" them? The apostle Paul offers guidance in Philippians 2:3-4: "Do nothing out of selfish ambition or vain conceit. Rather, in humility value others above yourselves, not looking to your own interests but each of you to the interests of the others." This means genuinely wanting what's best for your boss and the organization, not just advancing your agenda. Paul points to Jesus as the ultimate example, who despite his divine authority, "made himself nothing by taking the very nature of a servant." The author shares how Darren Youngstrom, his church's high school pastor, exemplified relationship-building through faithfulness. When Darren stepped into his role, attendance was declining and some senior leaders questioned his fit. Rather than becoming defensive, Darren consistently volunteered for difficult tasks that others avoided—weddings, funerals, baptisms, and challenging pastoral situations. His faithfulness gradually built trust, and his department began to grow as both volunteers and leadership bought into his leadership. Your emotional posture—how you carry yourself mentally and emotionally—also significantly impacts your ability to challenge effectively. Choose to trust your boss's intentions rather than assuming the worst. Admit that you may be missing information, as anthropologist Ashley Montagu noted: "Humans are the only creatures who are able to behave irrationally in the name of reason." What seems irrational to you might make perfect sense if you understood the full context. When presenting challenges, clearly declare your intentions upfront: "I really believe in you and I love working for you. I have something I want to bring up that could help us grow." Always champion your boss publicly while challenging privately. Start conversations with curious questions rather than assertions: "I've got a lot of thoughts about this situation, but I know you do as well. Tell me how you're processing it." Remember that your name triggers an emotional response when it appears on your boss's phone. How your boss feels about you directly affects your influence. By building strong relationships and approaching challenges with humility and respect, you create an environment where your ideas can be heard and implemented.

Chapter 7: Create Value Through Service

The ultimate test of leadership is whether you create value for others through service. As you contemplate your future leadership role, ask yourself: What reputation do I want to have when I'm finally in charge? How do I want people at every level of the organization to view me? Then start becoming that leader today. Dave Ramsey pointedly observes: "Having a position doesn't make you a leader. Having children doesn't make you a good parent; it means you had sex. That's all." Nothing magically transforms your reputation when you receive a title. The same reputation you have without authority will follow you when you gain it. Jesus demonstrated the power of service-based leadership by treating everyone with dignity, regardless of their societal status. His interaction with the Samaritan woman in John 4 illustrates this principle. As a Jewish man speaking respectfully to a Samaritan woman—someone from a despised culture and marginalized gender—Jesus broke all social norms. Throughout his ministry, he consistently engaged with those society deemed worthless: tax collectors, prostitutes, and lepers. The character of a leader is revealed not by how they treat equals, but by how they treat those with less power. The quality of any job depends on three variables: what you do, who you do it with, and how much you make. Of these, relationships typically matter most. A Gallup study revealed that 50% of people who leave their jobs do so because of their bosses. Great leaders create environments where people feel valued and find meaning in their work. They make their success the team's success, lifting everyone around them rather than building personal kingdoms. Jesus exemplified this when he sent his disciples to heal the sick and spread the gospel in Matthew 10. He could have done everything himself, but instead equipped them for success, preparing them to carry on his mission. He didn't use authority to control others but used influence to help them reach their potential. As Philippians reminds us, Jesus "did not consider equality with God something to be used to his own advantage; rather, he made himself nothing by taking the very nature of a servant." If the Son of God didn't lead with self-service as his priority, neither should we. The good news is that anyone can serve others, regardless of position or title. The author concludes with four powerful words: "As now, so then." How you lead today predicts how you'll lead tomorrow. If you're waiting for authority to start influencing others, you'll be forced to rely on that authority when you finally receive it. Instead, choose to love and serve others right where you are. "Choose to start leading today, whether you're in charge or not. It starts right now."

Summary

Throughout this journey, we've discovered that true leadership has never been about position or authority—it's about influence. By cultivating self-leadership, choosing positivity, thinking critically, rejecting passivity, mastering the art of challenging up, building bridges through relationships, and creating value through service, you can lead effectively from any position. These behaviors aren't just strategies; they're transformative practices that develop your character and expand your influence. The most powerful concept may be those four simple words: "As now, so then." How you lead today is how you'll lead tomorrow. If you're waiting for authority to begin leading, you'll be forced to depend on that authority when you finally receive it. Instead, start developing influence now through serving others, addressing problems, and creating value wherever you are. Today, make the decision to stop treading water and waiting for authority or titles. Choose to be the leader you aspire to become, right where you stand. Your next chapter of leadership doesn't begin with a promotion—it starts right now.

About Author

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Clay Scroggins

Clay Scroggins is lead pastor of North Point Community Church (NPCC), where he provides visionary and directional leadership for the local church staff and congregation in Alpharetta, Georgia. As the original and largest campus of North Point Ministries, ranked by Outreach Magazine in 2014 as the largest church in America, NPCC averages over 12,000 people in attendance.Clay works for Andy Stanley (“one of the greatest leaders on the planet” according to Clay) and understands firsthand how to manage the tension of leading when you’re not in charge. Starting out as a facilities intern (a.k.a. “vice president of nothing”), Clay worked his way through many organizational levels at North Point Ministries and knows all too well the challenge of authority deprivation.Clay holds a degree in industrial engineering from Georgia Tech. During his years at Georgia Tech, he volunteered with the high school ministry at NPCC and discovered a passion to help students find a faith of their own. Also during that season, Clay attended a Bible study led by Louie Giglio, and a relationship developed that allowed Clay to be involved with Passion Conferences. At Dallas Theological Seminary, Clay earned a master’s degree as well as a doctorate with an emphasis in online church.

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