I'm asking you to own it.
Taking ownership for "the process" first requires a deeper understanding for the process itself as well as respect for other members of any organization and executive board. This is the first step towards collaboration, which is a concept that is far more complex than cooperation or compromise. The reason why collaboration is so difficult to achieve in diverse groups initially is because power takes precedent over purpose. What I mean by this is that in young leaders, a sense of importance in their role is derived from being powerful, being heard, and, usually, being right. These personal projections are a direct result of the fact that leaders typically bring an agenda to the group; the agenda is most likely valid and in most cases admirable, but will not lead to collaboration because it seems to ignore the central theme of collaboration- thinking and working through issues in a group effort toward change. One must come to the table with an open mind AND open heart and ask questions defined by our discussion last week: "what do you want it to look like" versus "how do you want it to go". True collaboration presents many challenges on my board because everyone has so much passion for their position, but little knowledge of the process that brings us together as a cohesive and functioning group. Voices must be given to those that need empowered and other voices sometimes must be near silenced to allow for each member to have an opportunity to feel as though they are capable of buying into decisions as well as making difficult decisions. As a leader, I must work to make each group member feel credible such that they actually will BE credible to the chapter while also generating buy in to active participation. It seems so simple when I type it out. However, the root of the problem is that people sometimes cannot move past their own agendas and see collaboration for what it is, instead of confusing it with other less worthy "c" words like compromise or, strangely enough, control. Visioning based upon common purpose (another great C word!) acts to bridge the gap between individual and highly effective board/group and at the heart of common purpose lies respect and a deep understanding of values that the organization holds as its own.
Common purpose is the underlying factor that develops more the more meaningful dialog mentioned. For fraternities and sororities, this should be simple, right? We all know our ritual, our creed, our motto. Our founders basically handed us purpose on a silver platter. Do we really get it though? Do our members REALLY understand why they were drawn to our organization besides the fact that we like the same TV shows?
First, we must ask ourselves why do we exist. Most greek organizations were founded because there was a need that was not being met or because justice was not being served in society. For example, Alpha Chi Omega was founded because women were not yet highly regarded in higher education and the passion that these women had for music was pushed aside. They refused to be silenced in the pursuit of their true sense of self that came from the fine arts; Olive (everyones favorite founder) and others took it upon themselves to create an environment where they could flourish as one AND as seven powerful women under a common interest that manifested as love. Tell me that collaboration is harder now than it was then. I think not with all of our resumes filled to the brim with leadership conferences!
I have decided to start defining something in my LITBlog that I plan to achieve at either my board meeting or chapter.
This week I commit to taking it back to our beginnings. How does our vision for the chapter align with the vision of our founders? Do our actions/the way we have been treating each other REALLY show that we have a true sense of our values?
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