Campbell: Review of Sticky Leaders BOOK REVIEWS clarify what those expectations are, especially as we think in terms of organizational structure and future sessions. LARRY BAILEY is currently the pastor of the Triana and Alpha Seventh-day Adventist Churches, located respectively in Madison and Decatur. Alabama. STICKY LEADERS: THE SECRETS T0 LASTING CHANGE AND INNOVATION By Larry Osborne Grand Rapids, MI: Zondervan (2016) Paperback version, 173 pages Reviewed by SHA WNA CAMPBELL Respected pastor and author, Larry Osborne, has contributed to the guid ance of developing leaders who can use change to alter what has previously been done. Innovation produces some thing new, something that has never been done. Osborne states, \"Both have one common thread: the more that they're needed, the more they will be ercely resisted\" (loc. 17). This explains why two of the most challenging exer- cises in leadership are successfully directing the change process and intro- ducing innovation. Osborne stresses that with any new venture, failure is inevitable and the surest result. This is called a \"dirty little secret\" in leader- ship, but once it is understood, it can bring both stability and creativity to organizations, especially with leader ship that focuses on innovation, cre- ativity, and problemsolving. The strongest takeaway from Osborne is how relevant the book is to current ministry. For an idea to work, innovation and positive change must be able to work in the real world and be accepted by the organi zation or church in which it is being implemented. That is useful because PAGE 104 Published by Digital Commons @ Andrews University, 2021 SHAWNA CAMPBELL both seem equally important as we all strive to make a difference. The secret to becoming an innovative and creative church is found in the right kinds of ideas, and launching the right types of products, programs, and initiatives. A church in need of renewal will have constant change that feels a little like whiplash. Osborne writes about the evolution of a deeply held tradition. Every church has something that needs to be revised, or the purpose needs to be re-evaluated, but change is slow in coming because of deep-seated tra- dition that members cannot let go. \"Dysfunctional structures will run any organization into the proverbial wall. And if something isn't done to change them, the organization will inevitably shrink to a size that per- fectly fits its policies, procedures, and structure\" (loc. 129). How true this is of churches! The book gave four essential points to take away that will con- tribute to the way leadership hap- pens. First, innovation must be exi- ble and widely accepted. Osborne introduces the concept of \"serial innovators\"]eaders who try new things, think outside the box, and take careful, calculated risks. He says, \"Healthy organizations . . . can't just focus on the past. They must also think about creating the future . . .\" (loc. 30). If a \"better\" solution isn't widely adopted, it's an invention, but not an innovation. Some churches encourage innova- tion, while others kill it. The second point is about leader- ship. Leaders cannot avoid failing, but good leaders keep mistakes from becoming fatal. This is sound advice for every pastor! The key to this is to \"plan in pencil\" or be exible. Leaders should guide principles instead of rigid policies. As was discussed, coer- cion in absolutes does not work. Vol. 13. No. 1 SPRING 2019 Journal of Applied Christian Leadership, Vol. 13 [2021], No. 1, Art. 11 BOOK REVIEWS The third takeaway is the difference between mission and vision. A mission statement explains why a church exists. A vision statement is a narrative that describes how success is supposed to appear. Having a clear mission state- ment without a detailed vision will destroy a team, just like having a com- plete vision without a thorough mis- sion statement leads to lots of activity with no way to measure success. The fourth point is breaking through the barriers that every pastor needs to ask about their ministry. Osborne encourages three questions: What? When? And how? \"What\" refers to a great idea; \"when" is about the correct timing, and \"how\" con- sists of proper execution. What hap- pens when great effort, thorough effi- ciency, and exceptional quality don't cut it? In other words, what happens when you \"hit the wall?\" (loc. 121]. Osborne emphasizes that failure is the norm for innovation. This doesn't exactly encourage a leader to rush into trying new things. The difference between innovation, invention, and trying new things is emphasized and encouraged. The start of the book can take a reader by surprise, though. It sure seems a blow to creativity! Not all ideas are easy to accept; for example, \"when it comes to growth, change, and innovation, there's not much dif- ference between a church, a commu- nity organization, and a car dealer- ship. The landmines, roadblocks, and paths to success are remarkably simi- lar\" oc. 25). To compare the various organizations together doesn't appear like the growth would be relevant to all. Also, Osborne could have written a chapter on combining innovation with faith that would be helpful for ministry leaders. A question asked is this: when do we allow God to step in and take over our limited human endeavors? An application takeaway from Sticky THE JOURNAL OF APPLIED CHRISTIAN LEADERSHIP https:{/digitaIcornmons.andrews.edu/jac|/vol13/issi/11 SEAN DAY Leaders is that the most signicant legacy a pastor can leave their church will not he found in the changes and innovations that have his or her name on them. It will be found in the corpo- rate culture that is left behind. I would highly recommend the hook Sticky Leaders to all pastors in God's work of ministry because it gave insight for making change with- in our current culture. As I contem- plate the reading of Sticky Leaders, I realize the importance of creating a legacy that encourages continual change and innovation to the pastor, who fills the role of ministering to others. From a leader's perspective, I can commit to creating a climate of innovation with an openness to change, so the leaders coming after me can stand on my shoulders and continue making a difference. SHAWNA CAMPBELL is the associate pastor for Children's Ministry at the Lorna Linda University Church in Loma Linda. California. BUILD YOUR DREAM TEAM: LEADERSHIP BASED ON A PASSION FOR PEOPLE By Candeia Igiesias Chiesa Books by Candieiight (2016) Kindle version, 246 pages Reviewed by SEAN DAY Build Your Dream Team begins by having you take inventory of yourself and your organization by identifying skillsets, leadership myths, and differ ent types and sources of effective lead ership. It then transitions to the pro' cess of examining yourself as a leader and identifying what you want your leadership to look like, getting into the nuts and bolts of strategic plan ning, and time management as PAGE 105