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A NOTE FROM STEPHEN

As a result of various conversations last week, we realized again that the process IS the product: how we embody partnership principles at all levels is a pre-condition for the changes we seek in the world.

In particular, Lora and I realized that we had not been adequately synchronizing our own partnership, which is at the roots of the alliance we've been convening, and decided to have committed time each week in which to do so, including a more extended time this Friday.

As I've discovered in my marriage, partnership takes time and focus but if we commit ourselves to the process, magic can happen.  Our recognition last week was that we need to make sure that the foundational partnerships are solid in order for our governance process of the Alliance to work and then, ultimately, to manifest that in the world.

This actually speaks to the deeper spiritual truth is that the outer form flows naturally from the inner shifts.  If we can literally make the "partner" shift internally that will birth wonderful new partnership structures in the world.

For me, the principle of partnership is grounded in the sacred understanding of all roles being necessary, important, and honored, which is then balanced with the ability to recognize where different people have different levels of skills or mastery, which leads to natural hierarchies.  This balance between deep sacred equality and natural functional hierarchies in the world was beautifully articulated by Corinne McLaughlin in her outline of core
principles of governance, which we include again below for those who did not see it the first time. 

Looking forward to diving deep with all of you at the Summit!
Stephen

 

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A SYNTHESIS OF HIERARCHY AND
DEMOCRACY IN GOVERNANCE

© 2004 Corinne McLaughlin

Synthesizing the principles of hierarchy and democracy was perhaps the most important lesson I learned about leadership in non-profit organizations I've worked in. Having previously experienced only oppressive, top-down hierarchies in my life, I was naturally drawn to the iconoclastic, anti-leader politics of the ‘60s and ‘70s.  In those days, I refused to assume or acknowledge my own leadership, even when I was the co-founder of the organization.  I was always trying to make sure power was distributed equally among members of the groups I was involved in--even when someone had only recently joined.

But this brought many painful experiences.  I was holding too high an expectation of other peoples' abilities and their willingness to shoulder responsibility.  When they didn’t conform to my expectations, I’d get resentful.  And then they’d feel judged. But then I finally began to accept my own leadership and to see people more realistically.  I learned the necessity for a creating a balance of hierarchy and democracy in a group.

The principle of hierarchy has received a bad rap in recent years in progressive circles and spiritual groups because of all the abuse of power by hierarchies in our society, but it needs to be redeemed and understood.

I realized that although we all may be theoretically equal in potential, not all of us are at the same level of actually manifesting our potential at any given moment. In every group, there is always a hierarchy of ability present, and this needs to be recognized. This perception avoids burdening people with unrealistic expectations that can cause guilt, anger or resentment if they are not able to live up to them.

I found that an obsession with equality in a group can come from a lack of self-worth, as it may be a subtle demand for reassurance that we are just as good as anyone else. It can also come from a fear of accepting our own leadership responsibilities.

Overemphasis on equality in a group can also lead to a lack of motivation for developing our own potential, as we receive no greater rewards for our demonstrated abilities, and in fact, others may even view greater abilities with jealousy. This can lead to what's often called "the tyranny of the structureless group," where no one is empowered to take initiative on behalf of the group, and there is an anti-leadership bias leading to stagnation. 

In fact, there’s always leadership present in any group—one or more people have more influence than other people.  But if their leadership is not acknowledged and made accountable and transparent, it will still affect the group and may in fact become quite manipulative.

On the other hand, as we are all well aware, overemphasis on hierarchy can lead to arrogance and abuse of power, as well as missed opportunities for new creative impulses. The limitations of the leader or leadership group can become the limitations of the entire organization. This can lead to immense frustration, with a continued threat of rebellion or at least passive resistance and subtle sabotage.

Applying a transformational synthesis to this age-old conflict of hierarchy vs. democracy takes the best aspects of hierarchy - love and responsibility (rather than power and dominance) - and the best aspects of democracy - participatory inclusiveness (rather than the lowest common denominator) - and raises them to up to a higher synthesis.

The principle of hierarchy acknowledges current abilities, quality and excellence (actualized potential). Hierarchy recognizes ability and accomplishment. It values leadership, purpose, direction, vision, efficiency. It can be very efficient and provide clarity and accountability. It encourages and rewards initiative. It can provide models of achievement for others to aim for.  It can offer mentoring for those who are younger or less experienced. Each of us must learn to recognize whom we can learn from because they are more advanced in certain areas (and thus we can practice humility).  But we must also recognize whom we can serve because they haven’t yet developed certain qualities that we might have (and thus we can practice responsibility).

The principle of democracy acknowledges future potential and empowers its development, giving people the maximum freedom to grow and develop. It provides opportunity and encouragement. It values inclusiveness, relationship, listening, compassion. Equal opportunity, political rights, and decision-making power are bestowed on all so that individuals may develop their full potential. There is an emphasis on inclusiveness, where everyone is equally honored and encouraged to participate. This can be especially reassuring for those lacking self-worth or self-confidence.

The synthesis of the best of democracy and the best of hierarchy creates enlightened leadership. Democracy provides the container to hold and nourish people's development and hierarchy provides the direction to grow into. As individuals take more responsibility for the good of all, they are then given commensurate authority and power-- not the reverse. When there is a good synthesis of hierarchy and democracy, leaders only accept as much authority as people are willing to give them. Work gets done through inspiring people with vision or purpose, rather than bossing or dominating them. There is an encouragement, rather than a suppression of feedback, since good leaders know how to listen.  And they invest a great deal of energy in developing good relations with all members of the group.  Good leaders embody a balance of heart, mind and will (or purpose) energy.

Enlightened leaders support people in developing their abilities by providing equal opportunities and political rights—but do not guarantee equal outcomes.  It’s up to each individual to do the best he or she can with the opportunities given.

Enlightened leaders create "power with" people rather than "power over" people - a blend of leadership and empowered equality, where leadership relates to function and "facilitating energy," rather than to personality. Individual learning and responsibility are fostered, as is a sense of team spirit and ownership by all members.

Enlightened leadership can be developed through both change in structure and change in consciousness or attitudes. Organizations can be structured so that people are inspired to do things for themselves, to make their own decisions, and to take on more responsibility. Leadership can be rotated and/or based on function to avoid dependency on one person.   There can also be team leadership. There needs to be an institutionalized process for creating a widely shared vision and mission, and for consensus building on major decisions. There also needs to be an agreed upon process for giving valuable feedback to leaders, and a method for gathering creative ideas from all parts of the organization.

This new type of enlightened leadership represents a change in consciousness.  It is educative rather than directive—drawing out the best in others. It inspires responsibility rather than creating dependence. It is based on the assumption that people already have the potential wisdom and creativity within them, so the task of leadership is mainly to encourage and draw out this potential, helping people develop their skills and sense of self-worth. People are helped to develop self-confidence and a sense of self-worth. Negotiation rather than pure authority is the basis of relationships.

Over the years I’ve had the opportunity to keep practicing and refining this synthesis of democracy and hierarchy in my own leadership. My natural tendency is to over-emphasize democratic inclusiveness, so I have to keep remembering to honor leadership and hierarchy.  Through our leadership courses at The Center for Visionary Leadership, my colleagues and I work to nurture a more enlightened leadership in many people who take our trainings, especially  the younger generation.  We’ve also worked to build coalitions among leaders to create a new politics and to bring spiritual values into business.

I’ve also recognized that the best leaders know how to work behind the scenes and avoid the ego and power trips that often snare leaders who must hog the spotlight. I’ve learned the special wisdom of the ancient Chinese sage, Lao Tzu, who said, "Leadership is best when the people say, 'We have done this ourselves!'"

Corinne McLaughlin is co-founder of The Center for Visionary Leadership and Sirius Community in the U.S., and co-author of Spiritual Politics and Builders of the Dawn.  She has served on the governing councils of numerous non-profit organizations over the last 30 years. You can contact Corinne at corinnemc@visionarylead.org;  www.visionarylead.org; 

 

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