Look Behind, Around, Above and Beside You: A Personal Leadership Journey
June 29, 2011 
4 Comments
by Judith Erger
URJ Governance, Leadership Development & Architecture Specialist
Many years ago my children and I joined a truly welcoming congregation in our suburban community. The kids loved religious school and because they were still quite young, we reveled in attending the monthly family Shabbat worship services together. As a working single parent, my time and volunteer engagement was limited to the school book fair and a one-time offer to coordinate the Chanukah Bazaar. (Claim to fame – I developed the first ever documented bazaar, including a floor plan for vendors in the synagogue’s modest multi-purpose room, and a spreadsheet tracking disbursement and receipts.)
After three months of affiliation, I received a call asking if I would be interested in joining the board. (Was I being confused with another Judith??). The explanation of my responsibilities was, “Just show up once a month.” It wasn’t a substantive job description but it was one that fit my tight schedule. I showed up for a year of meetings (all 12) and was subsequently nominated to be the first Vice President/in-coming President for the following year. What a questionable tribute for someone who would still glaze-over at the sight of the budget; hadn’t yet read the bylaws; and didn’t know that every board member was pledging a minimum of $2000 for the silent phase of a capital campaign in the coming year!!!
My meteoric rise to leadership had a very limited tenure. The honor of being a member of the board was punctuated by perpetual embarrassment at not knowing enough to be effective in any way. The choice was mine to be the next president but instead I resigned, adamant that my inexperience would be a hindrance rather than a help.
20 years later, the same congregation is thriving and has initiated afour-part leadership development program; produced a leadership manualfor all new board members; and has developed a Covenant of Leadershipfor all in-coming board members. They, like a majority of ourcongregations, recognize that “managing the sacred” – being an effectiveleader within the congregation – requires knowledge, skill, experience,commitment, and vision.
It also requires being honest and discerning in efforts to identify andrecruit new leaders, and paying attention to training and retention. Onthe other side of the board table, the “child who does not know how toask” is not ready to be a leader and has a responsibility to say so.
John C. Maxwell, contemporary business and leadership development authorsuggests a path to successful leadership: “Look behind you: What haveyou learned? Look around you: What is happening to others? Look aboveyou: What does God expect of you? Look beside you: What resources areavailable to you?” I wonder: who within the synagogue is he speaking to?
What do you want your congregation’s leaders to know? What do you thinkis the best approach for a leader who does not possess the knowledge andskill to be an effective leader?
Spotlight on Leadership Transitions: This month, the URJ is highlighting resources to help congregations with leadership development and transition. Visit the URJ website for more information.
Judith, you didn’t map the trail that took your congregation from welcoming but inept to thriving and focused. May we presume that your refusal to move into an office for which you hadn’t been trained and for which you didn’t feel ready served as a wake-up call?
In answer to your question, to whom is Maxwell speaking, I suggest that, at the minimum, he is speaking to the president, the chairs of the various committees and task forces, and — not to be omitted from the equation — their professional partners, especially the rabbi and the executive director. Others may say that he is speaking to the entire board — but not every member of the board needs to be on a leadership path (which I equate, perhaps subjectively, with going up the ladder).
I’d also note the dichotomy between being a leader and “managing the sacred.” Presumably a leader is taking those who follow to a destination, to someplace other than where they are starting from. Effective managers may have only to keep the ship steady and afloat while it is at anchor — and certainly there are times in the life of any congregation where you have to run as fast as you can to stay in the same place. Again, the leader has to have the vision to know when it’s time to get moving again, as well as what the congregation should be moving to.
So — what do I want my congregation’s leaders to know? Not just what’s behind, and what’s happening to others, and who’s available to help (inside the congregation and outside, e.g., the Union) but what’s ahead, or what might be ahead if we have the vision and courage to imagine it and accomplish it. (If you don’t already have the habit of looking above, you shouldn’t be in a position of synagogue leadership anyway.)
Of course looking ahead and leading change is the ultimate goal for our leaders. But well grounded leadership begins in understanding the context – in the looking back -knowledge of our congregational history, upward (guided by God and spirituality) and beside – who are we leading?. I would also suggest that good leadership is founded on what is within. Understanding oneself, one’s own motivations, one’s style and its impact on others is also an important dimension in effective leadership.
So, in order to be on the Board you have to pledge 2K? Wow, talk about pay-to-play. Is this model appropriate for a synagogue or a country club?
Interesting that cb makes the analogy between a synagogue and a country club. I remember a member of our congregation being shocked at the rabbi’s refusal to officiate at a wedding for a couple that was not synagogue-affiliated. I reminded her that I had not been permitted to play tennis the previous weekend at her country club because I was not a member (even though the courts were empty). Pay to play is an absolutely realistic approach to certain games.
However, serving on a synagogue board is not necessarily in that category. The board member should absolutely be committed to the financial support of the institution, contributing generously within his means. And supplementing the financial contribution with the two other attributes board members are expected to bring to the table — work and wisdom.
So, no, you don’t have to pledge 2K to be on the Board. If you’re living in a 2 million dollar house and driving a fleet of Mervcedes, 200K might be a better number.