In nineteenth century London, an unhappy commuter once wrote a letter of complaint, saying that “the Sunday morning train, though regularly scheduled, always seems to catch this railway by surprise.” In a similar way, because our Rule allows Conference and Council Presidents to serve no more than two consecutive terms, we always know at least three years in advance that a new member will be elected to serve in that role. It is never a surprise and need never be an emergency!

Just as there is more to a railroad than the train, there is more to a Conference than a president. Identifying a new president, then, must begin with our whole approach to servant leadership. The President’s first duty, for example, is to appoint the other officers of the Conference. This must always be done with some thought to those members’ gifts and talents, rather than simply “filling the chair.” This is why it is a good practice, especially in larger Conferences, to consider appointing more than one Vice President. In this way, the responsibilities of leadership are shared between more people, giving each the opportunity to exercise their talents, and grow in their knowledge of the Society and Conference’s works. It becomes, then, a much smaller, and more natural step for one of them to consider becoming the next president a few years hence.

Officers, though, are not the only leaders in a Conference. For each Special Work, or special project the Conference undertakes, there is a chair or coordinator to lead it. Oftentimes, that leader volunteers because of a particular passion for the project. Since Conferences should always remain open to inspirations of the Holy Spirit, and new ways to serve the neighbor, we should in turn always listen to the ideas of members – including new members – for new works. Doing so keeps the Conference vibrant, better serves the neighbor, and helps identify new leaders. What greater expression of confidence can we offer to a member with an idea than to entrust them to lead it?

Aside from titles, though, we all are truly leaders and servants of each other, because “all decisions are made by consensus after the necessary prayer, reflection and consultation.” [Rule, Part I, 3.1] Presidents who conscientiously and intentionally foster a culture of consensus show by example that because the Conference acts always in unity and friendship, the one who sits temporarily in the president’s chair is there to serve, not to command, and that chair is open to all.

A succession plan isn’t a flow chart or a train schedule, it is a manner of acting, of deciding, and of growing together continuously. One thing leads to another – it is a small and natural step from member to chair, from chair to officer, and from officer to president. It is not something pursued only every third year, but encouraged in every meeting, in every work, and in all of our relationships.

Contemplate

How can I better foster a culture of consensus, growth, and servant leadership in my Conference?

By Timothy Williams,
Senior Director of Formation & Leadership Development
Society of St. Vincent de Paul USA.