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Webster defines the verb “delegate” as “to entrust to another.”  It seems simple enough but isn’t always so when human nature intrudes.

Delegating is a core principle of sound management and our Rule expects Vincentian leaders to practice it.  Yet we frequently hear stories of Conferences and Councils unable to function effectively because presidents want to do everything their way and don’t delegate even basic responsibilities.  We also hear about leaders stepping down because they were “burned out” from placing undue and unwise burdens on themselves. Sadly, fulfilling our mission is often short-circuited by such misguided ideas of how to lead and manage those who share a vocation of service to God and His beloved poor.

Strong collaborative leadership is essential to making our Society a more effective source of help to the needy.  It brings fresh ideas into the operation of Conferences and Councils and moves us forward by promoting our Rule, forming members, and advancing goals and objectives.

Our Rule (3:11) tells us that “Following Christ’s example, the presidents at all levels of the Society endeavor to be servant leaders.  They provide an encouraging atmosphere in which the talents, capacities and spiritual charism of the members are identified, developed and put to the service of the poor and the Society of St. Vincent de Paul.”  Such a focus on personal development also can provide a significant boost to a Conference’s or Council’s succession planning efforts.

There is abundant evidence that without effective leadership our service to the poor suffers and the viability of individual Conferences and Councils becomes a concern.  It is a time-tested truth that leadership is as important to the service of the poor as any other role in our Society.

Among the concerns expressed for not stepping into leadership by running for Conference or Council president is that it is too time-consuming.  That can be the case if leaders do not depend on others to assist them.  As a first among equals and as a servant leader, presidents should help others grow into leadership roles by appointing officers, board members and committee chairs – and using them – so it becomes a team effort.  Delegating duties to officers and making use of committees shares a Conference’s workload and enables others to become vital parts of the leadership team.  Presidents do not need to attend all committee meetings.  Committee chairs report back to them and to the membership.  Committees also provide an opportunity to identify and develop capable candidates to move into leadership positions.

Some key points to ponder:

• Leaders are not expected to act alone – leadership is inherently a collaborative effort.
• Our Rule recognizes that family and job responsibilities come first.
• Leadership is not a personal mission but a team mission and God’s mission.
• There is a need to build a leadership team – officers and committee heads.
• The basic idea is to spread the work around – let others report to the president.
• Leaders need to put their trust in God and not lose sight of the spirituality of our mission.
• Leaders must use the God-given talents of others.

Our mission calls us to join together to grow spiritually by offering person-to-person service to the poor and needy in the tradition of our founder, Blessed Frederic Ozanam, and patron, St. Vincent de Paul.  Serving as the president of a Council or Conference provides an ideal platform from which to enhance one’s own spiritual life.  A great privilege of leadership is the priceless opportunity to nurture the spirituality of fellow Vincentians while inspiring them to be ambassadors of the mission of St. Vincent de Paul in our communities by bringing the love and mercy of Christ to His suffering children.

Since our founding, Vincentians have been bolstered by an unwavering trust in the providence of God who has demonstrated during the past 189 years that He attaches a high priority to the success of our Society.  We have, after all, said “yes” to His call.  He wants us to succeed, whatever role we play in His plan for our personal ministry of love and compassion.

We conclude our series of excerpts from an article in the Smart Risk Management Manager’s Training Workbook on the five core principles of Risk Management.  This week’s focus is on the fourth and fifth of those principles – Empathy and Fairness.

Core Principle #4 – Empathy

Managerial empathy is the ability to identify with your employees so you can understand their feelings and needs.  Smart Risk Managers always try to place themselves in their employees’ shoes.  Remember – employees are not just numbers, write-offs or sources of risk, but valuable team members who, like you, have fears, needs and hopes.

Managers who fail to practice managerial empathy tend to experience higher turnover, increased risk and more wrongdoing.  Smart Risk Managers understand that:

• Most employees view their job as important. Employees are sensitive to decisions that affect their job.
• Even a minor incident can have a significant effect not only on an employee’s job or career, but also on his or her personal life.
• Employees have concerns – real or imagined – regarding their jobs, and these should be routinely addressed.
• Employees fear reporting wrongdoing, especially when they believe that reporting may place them at risk or, in some manner, significantly impact them. A Smart Risk Manager takes great care to keep a report of wrongdoing confidential by telling only those who have a “need to know.”

Core Principle #5 – Fairness

Fairness begins with respect and dignity for all employees.  A Smart Risk Manager understands and values the importance of all employees, regardless of their race, color, national origin, religion, gender, age, disability or position on the organization chart.  Fairness in the workplace demands that you:

• Uniformly and consistently apply laws, regulations, rules, policies, procedures and practices to all employees. No employee is above or below the law or your organization’s rules and policies.
• Put aside your personal prejudice, bias and fear when managing employees.
• Make objective
• Never consider an employee’s physical, mental, ethnic, racial, social or religious background, characteristics, capabilities, beliefs, gender or age when making management decisions, such as hiring, firing, promotions, raises, benefits and training.
• Eliminate unfair management practices, even if such practices have occurred in the past.

We hope you have found this information on Risk Management to be helpful.

Consider this:  Whether you run a Conference that focuses on visiting and helping the poor or a Council with special works such as stores, meal sites, housing units, or free pharmacies, you should be aware of the need for Risk Management. Obviously, the scope of your activity might dictate how you go about this but the principles are the same. For that reason we bring you an excerpt from an article in the Smart Risk Management Manager’s Training Workbook published by The Argos Group LLC.  The article keys on five core principles: (1) No Tolerance, (2) Observation, (3) Communication, (4) Empathy, and (5) Fairness.

The material we cite specifically refers to “managers” and “employees;” however, the principles stated relate to all leadership roles and all staff whether paid or volunteer. Leaders at all levels in our Society can benefit from these principles.

Core Principle #1 – No Tolerance

Smart Risk Management always begins with “no tolerance” for workplace wrongdoing. The following are important steps to create a “no tolerance” environment:

• Never commit a wrongdoing. Smart Risk Managers are role models for other employees within their organization. Employees look to managers for guidance and support. A manager who creates risk or commits workplace wrongdoing sends a negative message to all employees – that risk and wrongdoing are permitted and tolerated.
• Never allow Smart Risk Managers not only set a positive example of “no tolerance,” but also act as an obstacle to others who may want to commit wrongdoing under their watch.
• Never condone Smart Risk Managers discourage wrongdoing by counseling, reprimanding or terminating employees who create risk or commit wrongdoing. If others place you or your co-workers at risk, they should understand that their actions could cost them their jobs.
• Never rush to judgment. When someone is accused of wrongdoing, he or she is innocent until proven otherwise.

Next week we will address core principles #2 and #3 – Observation and Communication.