 The Spirituality of FIC Leadership Dear Brothers, I have been reliably informed that our Congregational Leaders will be discussing the Spirituality of the FIC Leadership in Cong-Con 2010, in Chile this year. I therefore, find it appropriate that we show some solidarity with them by cantering our reflection on theme; ‘Leadership’ in this month’s recollection. What is leadership? It is something almost intangible, because it has so much to do with human relationships and the role of persons. We could almost characterize leadership as the breath of the Spirit that carries us along, without us knowing neither where it comes from nor where it goes, as a breeze that makes us move forward without our knowing how. My premise is that for the Spirituality of the FIC leadership to be efficacious, it must adapt to reality, to events, to the times and places, but especially to the brothers who are involved. Therefore, above all, Spirituality of FIC Leadership should be creative and prophetic. This year we are celebrating fifty years of our existence in Malawi. The brothers who have been privileged to see all these years tell us that many things have changed in our Province. In fact, in our times the changes are more frequent and fast. Upon looking at these changes in the province, five factors seem more important for the leadership of the present than they were in the past. They are the ability to think globally, to appreciate cultural diversity, to demonstrate a mastery of technology, to build partnerships with other religious and lay people and to share leadership. The signs of our times indicate that managing through a flexible network can be more important than working through a fixed hierarchy; the ability to effectively share leadership is not an option but rather a requirement. Shared leadership calls for new values in terms of alternating cooperation and leadership and calls for an ability to know when strength or weakness requires a new balance. Perhaps this type of prophetic leadership describes the Spirituality of FIC Leadership... the guide and conduct of our superiors. Times when a few people decided what was good for every brother are behind us. We now need consultation with every brother and everyone’s participation in decision making; ‘bottom up approach’. Change, a threat or an opportunity? The role of leadership: Leadership takes place in a context of change. “The only permanence is change: one does not bathe twice in the same water,” said Heraclites. Everything changes and moves and can threaten our need for stability, and this can be exhausting. The management of change is above all the search for a balance between our aspirations and our capacity to achieve, which is true as much for people as for communities. Change can be seen as an energizing and an enjoyable opportunity for a community. The changes we have been undertaking for almost fifty years now have certainly been an energizing opportunity for us in terms of deep renewal. There are two types of change, one is of an adaptive nature or maintenance and the other is innovative, doing things differently. Our leaders are called to one or the other based on the needs that present themselves. We all know that it is not because it is logical to change things within a community that brothers within the community will accept and commit themselves to the proposed change. Brothers must understand what is occurring and recognize the advantages before becoming committed. Problems involved with implementing the change are not technological or technical, as we well know. Rather they are human. Therefore, it is the role of a creative leadership to formulate the strategies for change and especially to accompany brothers through these changes. An appropriate leadership for change is one that gives brothers, working teams or communities a specific part of the responsibility for the change, that makes them accountable, and that gives them latitude in decision-making with regard to the responsibilities they are asked to assume. It is a matter of promoting creativity. Our international community needs to use the strength of the diversity of its brothers, of their varied styles of creativity, of motivation, of tolerance to risk and of thought and of vision. On working teams that are cohesive, brothers should be capable of working through the stages of change, in those areas they most prefer, so they may find a meaning and a dynamism for acting. Lastly, we must modify our way of thinking in order to change our way of doing. If we want to alter a situation, we must first change ourselves. “The problem with the future is that it usually happens before we are ready.” Arnold H. Glaso. We need prophetic leaders In our FIC communities, as in any human organization, leaders are the guardians of the FIC identity and the mission of our congregation. They are the visionaries who guide the choices with regard to the changes to be made. They accompany the brothers who will make the changes, be they personal, communitarian or structural. They take the individual brother or a community as they are and lead them to another place, to have them grow through a common shared vision. Do we have the courage to dream? Do we have goals for the future? What are they? Shared leadership No one can lead alone, and a prophetic leader is not alone but is interdependent and in synergy with others. That is why the model we can favour today is the model of shared leadership. I like very much the image used to help us grasp the idea of shared leadership, it is the image of a ‘V’ formation of geese migrating to warmer climates. You have perhaps heard that the migratory flights of geese fly in a V formation. Scientists have discovered that the wing beats of the birds provide lift, facilitating the flight of the birds that are following through the air. The V formation allows the geese to fly together 71% further than a bird in solitary flight. First conclusion: Brothers going forward together in the same direction achieve their objective more rapidly and easily because they rely on others. A long term vision, medium term objectives, short term schedules and the freedom given to those who do the work to develop a plan are the ingredients for achieving a common vision. This vision evolves and obliges us to continually go beyond on an individual and collective basis. The best working teams are undoubtedly those who have one shared ambitious vision. When a goose quits the formation, it immediately feels the wind resistance and must make a greater effort. Second conclusion: Team up with those who have the same objective. As part of a team, we can do a lot more rapidly. When brothers desire and dream together, they make the impossible happen, and they enjoy the process. The challenge is to share this philosophy collectively and develop an FIC Province that corresponds to this “collective we”, ready to walk the same path. When the lead gooses tires, it takes its place in the V and another goose becomes the leader. The geese share in the leadership. Third conclusion: Results are better when each one fulfils in turn the most difficult tasks. We are not all great leaders, but our knowledge in a precise area promotes the emergence of a new leadership which is multiple and collective. An autonomous community often has several leaders. Each member has different knowledge complementary to that of the other members. If we know how to encourage a less elitist leadership within our communities, we will contribute toward the blossoming of a greater number, to the flowering of a more creative togetherness and a more evolved democracy. The geese honk to encourage their leaders. Encouraging words of support (like the honking of the geese) help to inspire and to stimulate those on the front lines, helping them to sustain the rhythm despite the daily tensions and fatigue. Fourth conclusion: Those who lead also need encouragement. When a wounded or sick goose quits the formation, two other geese accompany it to help and protect it until it is recovered. They take to the air again, alone or with another formation to join their group. Last conclusion: Let us imitate the wisdom of the geese and stick together. Finally, in this model, there are compassion and altruism towards those who comprise the ultimate team, brotherhood. When we see a formation of geese, we will recall that it is enriching, it is a challenge and a privilege to be wholly a member of a team. Conclusion Mgr. Louis Rutten and Bro. Bernadus Hoecken, invented the Spirituality of FIC Leadership, for the most part, in difficult times when things did not run smoothly. They were people of vision, of sharing and of creativity. In our own times of unceasing change, we need more than ever prophetic leaders who can see beyond reality and who know how to dream dreams and win over brothers with regard to these dreams, leaders who can motivate, call forth, bring brothers together and create alliances beyond their walls, and who through creativity, learn to dance “the leader-member dance in the group” to the tone of Jesus’ evangelical project. I wish us such leaders and perhaps this is what Spirituality of the FIC Leadership should be about. Compiled by: Henry A. Ibrahim |
| E-mail | Website |