Developing the Best Leaders
What qualities should we look for in chapter leaders?
An effective chapter leader possesses three basic qualities:
- A solid understanding of ASPEN’s vision and mission and strategic initiatives and the ability to clearly communicate this understanding to a variety of constituencies and audiences;
- An inclusive and enabling management style that attracts others to the leadership team, values their input, shares responsibilities, and supports active engagement in chapter management; and
- A commitment to advancing our joint mission and goals as well as the energy and drive to make it happen.
What can and should leaders do?
Authority and responsibility
The authority and responsibility of chapter leaders should be defined by the chapter’s operating principles, which are broadly defined in the chapter’s articles of incorporation and bylaws. Further clarification should be detailed in a chapter’s organizing procedures and by consensus of a chapter’s leadership and membership. An inclusive planning and budgeting process should also include details that set the scope of a chapter leader’s authority and responsibility in implementing chapter projects and administration.
Where do we find chapter leaders and how should we choose them?
Recruitment and selection
Very often, individuals who take the initiative to form a chapter already possess leadership qualities. As a chapter grows and develops, however, new, up-and-coming leaders will emerge. Almost invariably, the potential new leaders begin their involvement as volunteers in a different capacity, usually a smaller, ad hoc role on a project team or task force. These roles may include helping out at the registration desk during an event, participating in a calling tree to reach
out to prospective members, or writing copy for the chapter blog. All require a small commitment of time while giving the individual a chance to both experience and support the chapter. Over time, the individuals who ultimately assume senior leadership roles typically take on more and more of these ad hoc tasks and eventually begin to manage other volunteers performing such tasks. It is at this point we begin to see their leadership potential (or lack thereof). For specific recruitment strategies, see Mobilizing Volunteers.
An ideal role for retired chapter leaders is that of a participant on a leadership development team that monitors and mentors current volunteers. The goal of such a team would be to identify volunteers who consistently demonstrate leadership qualities. It is important to keep in mind that a leadership role should not simply be a reward for hard work alone; without the essential qualities listed above, the hard worker will not be able to effectively communicate the vision or attract and engage others in the effort.
How do we ensure they continue to grow and stay on track?
Mentoring
More often than not, successful leaders at some point in the past benefited from one or more senior individuals who were willing to help them develop and master the broad range of skills needed to succeed in a leadership role. While chapters don’t necessarily need to establish formal mentoring programs, it is important that current leaders accept and embrace mentoring as a key responsibility. Only then can a chapter ensure a pool of qualified leaders, which is a critical component of an effective succession plan.
How do we ensure that leaders move on?
Succession planning
There is no single condition that can undermine the success of a chapter more than stagnant leadership. When members believe that the opportunity to take on leadership roles has been limited to one or two individuals, they will slowly but surely walk away from all volunteer responsibilities, leaving the chapter unable to implement current programs or develop new ones that are responsive to the needs of its constituency. And when a chapter finds itself returning to the same leaders over and over again, it’s probably time to think about a major reorganization. Contact ASPEN staff for help.
For this reason (as well as others) it is critical that chapters establish some form of term limits that ensure turnover in all key leadership roles. Whether by election or appointment, a transparent and regularly recurring process that keeps the door open to new leaders will help the chapter keep members engaged and sustain a deep volunteer pool.
How can we ensure the ongoing participation of former leaders?
Retirement
When dedicated leaders reach the end of their leadership term, it should not necessarily mean the end of their involvement with the chapter. These individuals possess a deep institutional knowledge worth holding onto, as well as experience that could be useful in any number of areas. While we don’t want their continued participation to block the development and advancement of new leaders or undercut the authority of current leaders, their willingness to serve as advisors and mentors for new leaders could be invaluable to the chapter. This role could be ongoing or ad hoc depending on the capacity and desire of the individual.
Click here for more details regarding the roles and election of chapter leaders.