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Shared leadership

Thursday, July 23rd, 2009 by richfoss

1st published 2/10/08.

For over thirty years Plow Creek has had shared leadership. Our church and communal group are both led by groups of two or three people at a time.

I’ve been sharing leadership with others at Plow Creek since 1981 which has given me a lot of time to think about the advantages and disadvantages of shared leadership.

Here are four advantages of shared leadership:

Shared leadership builds on individual strengths. My strengths are vision, communication, and relationship building. For organizations to thrive, they need leaders with more strengths than those three. I’ve been fortunate to work with others whose strengths are organizational skills, counseling, compassion, details, etc.

Every leader has weaknesses. Shared leadership makes it possible for the weaknesses of individual leaders to be compensated for by other leaders.

Shared leadership helps build more relationships in the organization. Everyone in an organization wants to connect with the leader. Shared leadership multiplies opportunities for connections. And leaders need to connect with as many people in the organization as possible because people have valuable information that leaders need to lead. Shared leadership multiplies the amount of information that leaders have.

Shared leadership naturally involves conflict because of differing viewpoints. With a single leadership organizational conflicts can be ended prematurely by a decision of the leader. With shared leadership, differing viewpoints can generate creative solutions that a single person would be unlikely to arrive at.

The major disadvantage of shared leadership happens when the people sharing leadership lose trust in one another. When trust is high differing view points strengthen the sharing of leadership. But when trust breaks down those differing viewpoints will be seen though the lens of distrust which is destructive to the organization.

It’s ironic that when I serve as the CEO/Teachers Assistant of Evergreen Leaders. In that role I am a solo leader. As I write this post and think about the shared leadership I began to ponder how we can adapt that model for EGL. After 26 plus years of serving as part of a shared leadership group, I’m convinced it a great leadership model.

Admitting mistakes and going public with weaknesses

Thursday, July 23rd, 2009 by richfoss

Originally published 10/09/07.

Thanks to Michelle Martin for pointing me to The See-Through CEO, a powerful Wired article about a new breed of CEOs that use transparency as a business strategy.

Transparency is also a leadership strategy that nonprofit leaders can use.

I grew up among stoic Scandinavians in northern Minnesota, people who have made an art of suffering in silence with a little humor thrown in for good measure. When I became disabled with rheumatoid arthritis at age 17, I handled the hospitalizations, surgeries, and indignities with the stoicism I had grown up with.

That worked for about four years. Then I became severely depressed and wondered if I was going to end up on 5 South, the psych unit. My college friends were sympathetic and bewildered. I was one of the leaders who never let being disabled stop me.

I sought out a psychology professor and in three sessions he helped me identify a key issue I needed to address. That was a turning point for me. Slowly I began to learn openness as a strategy for life.

A few years later at Plow Creek, I told a small group the story of becoming disabled in a way that I never had before. It was amazing and liberating.

About that time I was asked to become one of the pastoral elders of the Plow Creek commune. As I assumed a leadership role I continued to be open about the ups and downs of my life. That was not the norm for the commune. The lead elder, a mentor, and one of the founders was a gregarious but very private man. He seemed to have no inner struggles. Maybe I should be more like him, I thought, instead of being so open.

About that time he was forced to disclose a long history of sexual misconduct. A minor whom he had abused became an adult and began to tell the story. My mentor had been able to keep his activities secret.

I discovered what havoc the secret life of a leader can wreak on an organization. Plow Creek survived and all of us involved learned some lessons the hard way.

People see through every CEO, every leader. People in your organization live with your weaknesses so you might as well admit to them. And, if by chance, you are managing to fool your organization, remember, sooner or later you will be a see through CEO/leader.