3: Process Leadership
- Page ID
- 287211
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\(\newcommand{\avec}{\mathbf a}\) \(\newcommand{\bvec}{\mathbf b}\) \(\newcommand{\cvec}{\mathbf c}\) \(\newcommand{\dvec}{\mathbf d}\) \(\newcommand{\dtil}{\widetilde{\mathbf d}}\) \(\newcommand{\evec}{\mathbf e}\) \(\newcommand{\fvec}{\mathbf f}\) \(\newcommand{\nvec}{\mathbf n}\) \(\newcommand{\pvec}{\mathbf p}\) \(\newcommand{\qvec}{\mathbf q}\) \(\newcommand{\svec}{\mathbf s}\) \(\newcommand{\tvec}{\mathbf t}\) \(\newcommand{\uvec}{\mathbf u}\) \(\newcommand{\vvec}{\mathbf v}\) \(\newcommand{\wvec}{\mathbf w}\) \(\newcommand{\xvec}{\mathbf x}\) \(\newcommand{\yvec}{\mathbf y}\) \(\newcommand{\zvec}{\mathbf z}\) \(\newcommand{\rvec}{\mathbf r}\) \(\newcommand{\mvec}{\mathbf m}\) \(\newcommand{\zerovec}{\mathbf 0}\) \(\newcommand{\onevec}{\mathbf 1}\) \(\newcommand{\real}{\mathbb R}\) \(\newcommand{\twovec}[2]{\left[\begin{array}{r}#1 \\ #2 \end{array}\right]}\) \(\newcommand{\ctwovec}[2]{\left[\begin{array}{c}#1 \\ #2 \end{array}\right]}\) \(\newcommand{\threevec}[3]{\left[\begin{array}{r}#1 \\ #2 \\ #3 \end{array}\right]}\) \(\newcommand{\cthreevec}[3]{\left[\begin{array}{c}#1 \\ #2 \\ #3 \end{array}\right]}\) \(\newcommand{\fourvec}[4]{\left[\begin{array}{r}#1 \\ #2 \\ #3 \\ #4 \end{array}\right]}\) \(\newcommand{\cfourvec}[4]{\left[\begin{array}{c}#1 \\ #2 \\ #3 \\ #4 \end{array}\right]}\) \(\newcommand{\fivevec}[5]{\left[\begin{array}{r}#1 \\ #2 \\ #3 \\ #4 \\ #5 \\ \end{array}\right]}\) \(\newcommand{\cfivevec}[5]{\left[\begin{array}{c}#1 \\ #2 \\ #3 \\ #4 \\ #5 \\ \end{array}\right]}\) \(\newcommand{\mattwo}[4]{\left[\begin{array}{rr}#1 \amp #2 \\ #3 \amp #4 \\ \end{array}\right]}\) \(\newcommand{\laspan}[1]{\text{Span}\{#1\}}\) \(\newcommand{\bcal}{\cal B}\) \(\newcommand{\ccal}{\cal C}\) \(\newcommand{\scal}{\cal S}\) \(\newcommand{\wcal}{\cal W}\) \(\newcommand{\ecal}{\cal E}\) \(\newcommand{\coords}[2]{\left\{#1\right\}_{#2}}\) \(\newcommand{\gray}[1]{\color{gray}{#1}}\) \(\newcommand{\lgray}[1]{\color{lightgray}{#1}}\) \(\newcommand{\rank}{\operatorname{rank}}\) \(\newcommand{\row}{\text{Row}}\) \(\newcommand{\col}{\text{Col}}\) \(\renewcommand{\row}{\text{Row}}\) \(\newcommand{\nul}{\text{Nul}}\) \(\newcommand{\var}{\text{Var}}\) \(\newcommand{\corr}{\text{corr}}\) \(\newcommand{\len}[1]{\left|#1\right|}\) \(\newcommand{\bbar}{\overline{\bvec}}\) \(\newcommand{\bhat}{\widehat{\bvec}}\) \(\newcommand{\bperp}{\bvec^\perp}\) \(\newcommand{\xhat}{\widehat{\xvec}}\) \(\newcommand{\vhat}{\widehat{\vvec}}\) \(\newcommand{\uhat}{\widehat{\uvec}}\) \(\newcommand{\what}{\widehat{\wvec}}\) \(\newcommand{\Sighat}{\widehat{\Sigma}}\) \(\newcommand{\lt}{<}\) \(\newcommand{\gt}{>}\) \(\newcommand{\amp}{&}\) \(\definecolor{fillinmathshade}{gray}{0.9}\)Ella Baker was one of the most important leaders in the US civil rights movement, but she was not interested in being the public face of the movement. Her biggest strengths were developing leadership in other people and helping organizations to have strong internal processes. She helped to launch the Student Non-Violent Coordinating committee (SNCC) as well as the Mississippi Freedom Democratic Party (MFDP). Baker’s approach to organizing is a great example of process leadership.
When an organization has a good process, people feel welcomed and useful. They feel that it is worth their time to put energy into the work. When people stay in an organization and are willing to do work, an organization has more capacity and can accomplish more.
There is a lot that goes into an organization having a good process. Strong organizations are built on strong relationships. And we have strong relationships when we attend to what makes them strong. A good process does not come about by accident.
This section explores the parts of organizing that are related to having a good process.
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In this section you will:
- Learn about process leadership.
- Reflect on Adrienne Maree Brown’s Emergent Strategy.
- Explore what it takes to make a team work well.
- Study Ella Baker as an example of a great process leader.
- Learn how to help others in their journey to leadership development.
- Study what is involved in running good meetings, a core part of organizing.
- Engage in a One on One relational meeting.
- 3.1: Characteristics of Process Leadership
- This page emphasizes the role of effective process leaders in enhancing group dynamics by fostering participation and addressing emotional needs, which are vital for retention in organizations. It highlights the importance of balancing process focus and productivity to prevent toxic cultures. Great facilitators encourage collaboration and constructive issue resolution, promoting a trust-filled environment.
- 3.2: Emergent Strategy
- This page summarizes Adrienne Maree Brown's "Emergent Strategy," a guide for organizers focusing on process leadership and reflection. It highlights the significance of small actions, adaptability to change, and building trust. Brown encourages deep engagement in local conversations, viewing failures as learning opportunities, and valuing connections over quantity.
- 3.3: Build Your Team
- This page outlines key strategies for effective team-building, focusing on creating a shared vision and fostering strong team bonds. It emphasizes addressing personal issues, establishing clear communication norms, and ensuring efficient logistics for collaboration. Regular reflection on successes and setbacks is encouraged, alongside the importance of supporting team members' needs and recognizing their achievements to boost morale and productivity.
- 3.4: Leadership Inventory
- This page details a multi-step activity aimed at enhancing process leadership and self-reflection. It includes the creation of a leadership inventory survey, gathering peer feedback, and analyzing results. Participants design specific questions, collect responses from peers, and calculate average scores for self and peer assessments. The activity culminates in reflecting on score discrepancies to gain insights about personal leadership styles and abilities.
- 3.5: Getting People to Join
- This page highlights the importance of shared values in attracting members to organizations, while retention depends on members feeling appreciated. Post-event engagement, particularly follow-ups, is vital for encouraging member involvement. Reflective questions are posed to prompt readers to think about their own organizational experiences, motivations, and ways to enhance member engagement.
- 3.6: Facilitation
- This page highlights the facilitator's role in meetings, focusing on their impartiality, rule-setting, and ability to maintain productive discussions. Key traits of effective facilitators include promoting cooperation, ensuring equal participation, and guiding discussions to conclusion. It also addresses challenges like dominating personalities and tangents. Readers are prompted to reflect on their facilitation experiences and relate them to the principles presented.
- 3.7: Story of a Process Leader- Ella Baker
- This page details Ella Baker's crucial role in founding the Student Non-Violent Coordinating Committee (SNCC) during the Civil Rights Movement. As Executive Secretary of the SCLC, she organized the 1960 founding conference and advocated for student independence from SCLC. Baker's philosophy emphasized grassroots organizing and empowering young activists, which solidified her legacy in civil rights advocacy.
- 3.8: One to One Relational Meetings
- This page emphasizes the importance of one-to-one relational meetings in community organizing and leadership, highlighting their role in building professional relationships and understanding shared interests. Key aspects include logistical preparation, active listening, and open-ended questioning. The conversations aim to foster deeper connections and explore future engagement, ultimately facilitating commitment to collective action.
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