Leading Without Power: Finding Hope in Serving Community by Max DePree

Working with the 4-H program, I am always interested in how leadership is developed in young people, but also how that leadership is put to use by adults. Because the 4-H program is supported and driven by volunteers, the leadership provided is vital. Finding new ways of working or providing services in different ways are some interests of mine, both personally and professionally. Finding Hope In Serving Community is a part of the title of this book. The people who volunteer, whether on a board, at a hospital or an agency of nurture, volunteer because they care. Serving and helping others is important, and leadership often surfaces from within the group of volunteers themselves. When volunteers assume leadership, they are driven by shared values, commitment and the support of the organization's mission. When volunteers support the organization and purpose, their leadership provides strength and commitment that everyone benefits from. Organizations are formed because of a common purpose. It might be to support the local veterans, eliminate or reduce a disease or to raise money for the locally needed hospital, but there is a purpose behind every organization. But there are organizations that experience a movement - a sense of urgency and people who are implementing a vision with their purpose and are moving toward the future. A movement may be short term or long lived, but must have spirit-lifting leadership, to enable, enrich, hold the group accountable and eventually let go. Some organizations go through several movements through the course of their existence, as certain needs arise from within the group or community. Leading without power and finding hope in serving community is a goal of mine as I see people everyday who volunteer and serve the 4-H program. People who have given their time and energy to work with and help young people as they develop skills, increase knowledge and practice their talents do so because they feel a purpose and potential in the organization. I want those volunteers to feel valued, important and successful in their contributions and experiences within the 4-H program. Looking at the attributes of vital organizations, I also want the Jackson County 4-H program to reflect those strengths. Some of those attributes I believe we have already accomplished include access, accountability, authenticity and nourishment for persons. We need to work on delegation and sharing of responsibilities, respect for purpose and movement toward a vision. A list of questions about vision appears in the book and will be helpful when evaluating our forward progress. Measuring effectiveness and achievement of an organization is important to staying on task and moving forward in a positive way. The book asks a vital question, "How does our performance compare to our plan and how does our performance compare to our potential?" This is a question that needs to be asked regularly to keep the organization from becoming stagnant and to continually set goals. The best groups measure, learn lessons, adjust and review, which is another goal I have for the 4-H program, to evaluate and achieve progress. Another point that came up briefly was mentoring. This is an unnamed component of the 4-H program, but not readily mentioned by many because it might scare some people from the job. Charles Eames, an industrial designer mentioned in the book, was an example of a mentor. You were always learning from him, but he was never teaching. Many people currently serve in that role in the 4-H program, but they would deny it when a formal name was attached to it. We need to make progress to help people recognize and take credit for the work they are doing, because it is valuable and a basic part of volunteers working with young people. A vital organization is full of vital individuals. The organization can never be something that I as a member don't choose to be. This is an important consideration for people who are looking to join an organization and give of their time and energy. This book identifies how important it is to recognize what people have to offer and how to measure those accomplishments. People need to feel they belong to an organization that is progressive and well functioning, both necessities for a viable and long lasting group. To me, this book carries a powerful message about people who belong to organizations. People "join up" because of an interest and the opportunity to fulfill a personal need, not because they are going to collect a paycheck. Many people are leaders because they have been given the opportunity to further a cause and they have picked up that opportunity and made progress. Other people are leaders because they have been given power by a boss and lead because they get paid. In a true volunteer organization, people are given the opportunity to lead and do a job as a part of the mission they see before them. You often see leadership change as the needs of that organization change. In the workplace, leadership often remains with the person the boss gives the directive to. Teaching and learning are a part of this leadership style, but it's often done in a non-formal way. People don't always recognize the lessons that are going on around them. A community and its membership nearly always receive the rewards of the organization, whether it's the fruits of a hospital fund raiser or the mentoring done with youth, these are benefits from those who serve community. I would hope to take some of these concepts and put them to the test in the Jackson County 4-H program, as well as the Extension Service. I know I can't effect change of a gigantic kind, but I can have people stop and think and set goals and action steps. I would like to stop and take a measurement of where we are and how we are doing. I don't want to do this single handed, but by involving sections of the membership. I would then like to use the visioning steps from the book to see where we are currently headed and how we can move closer to the vision we have for our organization. I would hope that in six to ten months, we could do a reflective look at where we started and any process we are undertaking to make progress. I believe the ownership felt by the volunteers in the 4-H program will be a vital piece in how the progress happens. This book made me realize that my leadership hasn't always been driven by the sense of "do good," the paycheck has factored in to the direction I sometimes guide the organization. Deep down, I feel the "do good" mission and I need to follow my heart in my leadership and not my brain!

-- Anonymous, January 20, 1999

Answers

Really interesting...I agree with so many of your concerns. I came across a good book on leadership a couple of years ago. I can't remember the exact title, but it is by Frances M. Lappe and ___ DuBois, I think, if you see it. It is very practicle, with exercises and suggestions for groups. Good luck.

-- Anonymous, February 05, 1999