Leadership Qualities that Support Mutuality and Collaboration

I am involved with organizations that are always striving to support people growing more skills for making the world more aligned with values of justice and mutuality. We’re figuring out ways to make decisions together and share resources together and everything else it takes to build the social conditions we want. One part of this work is shedding the baggage of what we’re told in a racist, colonial, patriarchal society counts as “leadership.” That model is usually about individuality, competition, and domination. We are imagining and working to practice other ways of leading. I made a chart that I hope is a handy discussion tool in organizations that are thinking about how to live their values. I think it might go well paired with this chart I posted before about qualities of organizational cultures.

Leadership Qualities Supporting Mutuality vs. Hierarchy

Hierarchical Leadership Qualities

Just and Accountable Leadership

Successful by dominating others/being the decider

Supports the growth of decision making processes that include everyone effected by the decision

My way or the highway

Wants to find out how others are doing, what they need or believe, what they want

Self-promoting

Eager to help many people develop leadership skills and share the spotlight

Concerned with maintaining reputation, looking like “the best”, looking “right”

Willing to admit mistakes

Arrogant and grandiose

Humble and dignified

Good at talking and commanding

Good at communicating: sharing and listening

Wins others’ support through status, fear, or because others are climbing

Wins support by being supportive and trustworthy

Certain I’m right

Open to influence and changing opinion

Concerned about reputation of organization

Concerned about organization’s material impact—does it alleviate suffering and increase justice?

Fosters competition in the group

Fosters compassion and a desire that no one is left out of the group

Paranoid

Generous and open to newcomers while holding boundaries 

Impulsive—plans change with my whims

Holds steady to the groups’ decisions and purpose; Reliable

Judgmental and exclusive

Can tolerate people being a lot of different ways; sees potential in people to become part of the work for change and helps them develop skills and abilities

Gets sense of self from status 

Self-accepting and steady in sense of self, so able to take risks or hold unpopular opinions

Cares most what elites think

Cares most what those on the bottom of hierarchies think and know; works to cultivate authenticity

Needs to be center of attention

Can take the risk of being seen, can step back so others can be seen

Insensitive to others’ feelings

Sensitive and responsive

Tells people what to do

Avoids advice-giving unless asked, instead interested in supporting people to make decisions that align with their values

Seeks immediate gains, even if it means big compromises

Sees the long view and holds to values

Gives demeaning feedback or fails to give feedback or gossips instead of giving direct feedback

Gives direct feedback in a compassionate way

Defensive, closed to feedback

Open to feedback, interested in how I impact others 

Controlling, micromanaging

Can delegate, can ask for help, wants more people’s participation rather than more control

Outcome-oriented

Supports processes with integrity that lead to more people participating in decision-making

Seeks and demands comfort

Interested in what can be learned from discomfort, from changing roles or being out of place, from conditions transforming

Ways to use this chart:

  1. Write or talk in your group about what is missing from these lists.
  2. Circle qualities you see in yourself that you are working to cultivate and grow. What might help them grow?
  3. Circle qualities you see in yourself that are challenging or don’t fit your values. What helps you move toward not acting out of those qualities? Where did you learn those qualities? How did they serve you? How did they get in the way of what you want or believe in?
  4. Notice qualities that are prevalent in organizations you are in. What could help cultivate the ones you think are beneficial and reduce the ones that are harmful?

New Syllabi and Article about Feminism and War

Sarah Lazare and I recently published an article raising concerns about the celebratory declarations the media has been making as women take leadership positions in defense industry companies and military and intelligence government agencies. Thanks to Jacobin for republishing it.

In other news, I am teaching Race and Law for the first time this semester, and teaching Gender and Law again and added some new books and articles. I am thinking about pulling together all the reading questions I give the students and posting those with the syllabi as well in case they are of use to other teachers or to reading groups. Look out for those soon!

And here is a picture of my dog Bennie, when he was a puppy, with the dearly departed Shelby.

Organizational Culture Chart

In recent years, I have been spending more of my time helping organizations doing work I care about (mostly work to end borders, police and prisons) to build their organizational infrastructure to make it work and prevent conflicts that can tear us apart. In the course of that, we often have conversations about what the organizational culture is like now, its strengths and challenges, and what they want it to be like. This semester, at the end of my Poverty Law class when we were exploring critiques of the non-profit structure and alternatives, I made a little chart to help my students think about the structures of organizations they have been part of, and to stimulate discussion of how we build organizational culture that benefits the work we are trying to do. These days I am enjoying sharing more bits and pieces of early drafts of things and things that may never be further developed here, so here is this thing!

Cooperation Cats, by Meredith Stern, available at justseeds.org

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Building Accountable Communities Video Series

Please watch and share this new video series featuring Shannon Perez-Darby, Kiyomi Fujikawa, and Mariame Kaba, produced by me and Hope Dector. 

Accountability is a familiar buzz-word in contemporary social movements, but what does it mean? How do we work toward it? What does it look like to be accountable to survivors without exiling or disposing those who do harm? We made four short videos featuring Kiyomi Fujikawa and Shannon Perez-Darby talking about these issues, and then recorded a live discussion between Shannon, Kiyomi, and Mariame exploring models for building accountable communities for the purpose of healing and repair. 

The online event:

Part 1: What is Accountability?

Part 2: What is Self-Accountability?

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We Still Need Pronoun Go-Rounds

Jen Manion’s thoughtful and provocative essay, The Performance of Transgender Inclusion: The pronoun go-round and the new gender binary, proposes that having participants in group spaces identify their pronouns to each other causes more harm than good. I disagree. For almost two decades, I have been working to address the harm and exclusion that trans people face that lead to astounding rates of poverty, criminalization, deportation, and interpersonal violence. I agree with Jen that there is a lot of work to be done to address these injustices, and that engaging in practices aimed at helping people refer to each other respectfully in group settings is one small part of this work. I do not agree that it is more harmful than beneficial, or that it has run its course and can be discarded.

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