Learn more about this exciting new platform, where Reform congregational leaders connect with colleagues and peers who have similar concerns, interests and responsibilities.
Cultivating a pipeline of knowledgeable, engaged leaders and creating a succession plan are critical for the vitality of any congregation. Yet, one of the most frequent questions congregational leaders across North America ask is this: “How can we find new leaders?”
Although the process may seem mysterious, it’s actually not complex. Creating and filling a leadership pipeline includes three steps: identifying, recruiting, and supporting new volunteer leaders.
Although it would be wonderful if it happened, most people don’t walk up to the president, rabbi, or other congregational leader to announce they want to volunteer as a leader. Yes, some do, but most leaders will tell you they were tapped on the shoulder by someone who saw their potential on various fronts.
Here are several things to consider as you seek to identify people suitable for a tap on the shoulder.
Once you’ve identified prospective leaders, you need to recruit them, but don’t forget to identify the right recruiters first from among your current or past leaders.
Although someone may seem to be the perfect recruiter for a potential leader, that person might not be comfortable making the ask. For each ask, it’s important to consider whether the right recruiter is a professional or lay leader and whether or not the person has a positive, personal leadership story within the congregation.
It’s also important to think about the ask itself. If you’re aware of individuals’ passions your recruiter can appropriately appeal to them. To help you learn about potential volunteers, it may be worthwhile to have an initial conversation before extending a leadership invitation.
Although you always want volunteers to agree to serve with a resounding “yes,” coercing people into leadership roles often can backfire. As Dr. Erica Brown shares: “The pressure to conform, comply, or contribute often steers well-meaning but overcommitted individuals to say what they don’t really mean… What help[s] get people to ‘yes’ [is] the possibility of and personal freedom to say ‘no.’”
How is getting people to “yes” best accomplished?
Be sure to know what you’re asking of the person. Do you want them to join the board, chair a task force, or participate in your leadership development program? If you have a specific role or task in mind, have on hand a volunteer role description and/or a list of goals to be achieved. Be honest and clear about what you’re asking, the true time commitment involved, and what both the congregation and the individual will gain by serving as a leader.
Once you get to “yes,” it’s critical to support your new leader. Intentionally plan leadership development training and have new leaders work on a project to help them better understand their roles. Be sure, too, to provide ongoing training and mentorship for all leaders – veteran and new. Mostly, ensure that your volunteers grow from the experience and feel more deeply connected to your congregational community.
For more information about training new leaders in your congregation, request access to the URJ Emerging Leaders Resource, which can serve as the basis for your congregational leadership development curriculum, and sign up for our facilitator training on May 15.
Presidents of small congregations also can nominate one or two new leaders by May 15 to participate in a URJ online pilot course, “Training Emerging Leaders,” designed specifically for congregations with 300 or fewer member units.