Developing
the Best Leaders
What
qualities should we look for in volunteer leaders?
An effective volunteer 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 volunteer 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 volunteer
leaders are defined in ASPEN’s Bylaws and further explained in the
guidelines included in the General Administration
document . They are also guided by each
Committee’s Charge.
Where
do we find volunteer leaders and how should we choose them? Recruitment and
selection
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 frequently associated with
a chapter, section or society program. These roles may include helping out at a
Clinical Nutrition Week session, participating in a calling tree to reach out
to prospective members, or posting to the discussion group. All require a small
commitment of time while giving the individual a chance to both experience and
support the Society. Over time, the individuals who ultimately serve in
leadership at the Section or Chapter level often 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).
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 committees 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 committee
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 committee 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 committee unable to implement
current programs or develop new ones that are responsive to the needs of its
constituency.
For this reason (as well as others)
it is critical that each committee follow the established term limits that
ensure turnover in all key leadership roles. A transparent and regularly
recurring process that keeps the door open to new leaders will help 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 committee. 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
committee. This role could be ongoing or ad hoc depending on the capacity and
desire of the individual.